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Incorporating hospital and community health services, teaching and research

Dear Sir/Madam Thank you for your Freedom of Information request concerning winning bid for manned security services running. The Trust can provide the following information:

1. Copy of the winning bid for manned security services running currently.

Please see attach 2. Evaluation notes of the same manned security services tender method statements

Please see attach Note: Data showing –hourly rates for individual or job role is deemed commercially sensitive and personal information- therefore is exempt under section 43 and section 40 of the Freedom of Information Act 2000. If you have any queries about this response please contact the information governance manager at [email protected] , in the first instance. If, following that, you still have any concerns, you may contact the Information Commissioner either by letter, FOI/EIR Complaints resolution, Wycliffe House, Water Lane, Wilmslow, Cheshire SM9 5AF, or by email www.informationcommissioner.gov.uk to take them further. Copyright Statement The material provided is subject to the HUHFT’s copyright unless otherwise indicated. Unless expressly indicated on the material to the contrary, it may be reproduced free of charge in any format or medium, provided it is reproduced accurately and not used in a misleading manner. Where any of the copyright items are being re-published or copied to others, you must identify the source of the material and acknowledge the copyright status. Permission to reproduce material does not extend to any material accessed through the Publication Scheme that is the copyright of third parties. You must obtain authorisation to reproduce such material from the copyright holders concerned. Yours sincerely James Cook Information Governance Administrator Mike Dunne Information Governance Manager/Deputy Calidcott Guardian

Incorporating hospital and community health services, teaching and research

Homerton Unniversity Hospital

Version:

Date:

Ref:

Author:

NHS Fou

2.3 (FINAL

March/Ap

163002/H

R Venton

undation

L)

pril 2011

UH/SECURITY

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n Trust

YSERVICES

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STRICTLY CONFIDENTIAL Ref: 163002/HUH/SECURITYSERVICES

Page 2 of 22

TableofContentsTable of Contents .................................................................................................................................... 2

List of Figures .......................................................................................................................................... 2

1. Executive Summary ......................................................................................................................... 3

2. Purpose ........................................................................................................................................... 5

Evaluation Panel .................................................................................................................................. 5

3. Introduction .................................................................................................................................... 5

4. Background ..................................................................................................................................... 5

5. Evaluation Process .......................................................................................................................... 8

6. Evaluation Results ......................................................................................................................... 11

7. Recommendation .......................................................................................................................... 13

8. Approval ........................................................................................................................................ 13

Appendix 1: HUH Specification ............................................................................................................. 14

Appendix 2: Detailed Evaluation Information ...................................................................................... 15

ListofFiguresFigure 1 – Twenty suppliers submitted completed Pre Qualification Questionnaires ........................... 6

Figure 2 ‐ Completed PQQ Scorecard ..................................................................................................... 7

Figure 3 ‐ Dunn & Bradstreet analysis for the five suppliers shortlisted to receive Invitations to

Tender ..................................................................................................................................................... 8

Figure 4 – The published weighted scorecard used to evaluate bidders’ tender responses ................. 9

Figure 5 – Qualitative criteria used to score bids ................................................................................. 10

Figure 6 – Proposed shift patterns under Option 4 .............................................................................. 11

Figure 7 ‐ Option 4 Financial Analysis ................................................................................................... 11

Figure 8 – FY 2011/12 spend projection under proposed bid .............................................................. 12

Figure 9 – Annual Security Spend at HUH ............................................................................................. 19

Figure 10 – The Trust currently contracts for Security for the above weekly pattern ......................... 19

Figure 11 – Standard Differential scoring, Option 1 ............................................................................. 21




Figure 15 – Completed Scorecard for Security Services tender – Option 4 .......................................... 22


Page 3 of 22

1. ExecutiveSummary1.1. The procurement strategy for the project was to ensure that sufficient suitably qualified

Potential Providers were invited to tender for the provision of Security Services to

Homerton University Hospital. It was anticipated that the contract would be awarded to a

single provider.

1.2. Eighty nine Expressions of Interest for the contract opportunity were received by the Trust.

Twenty Potential Providers completed the Pre‐Qualification Questionnaire.

1.3. Following completion of the Pre‐Qualification process, five Potential Providers were

selected to receive an Invitation to Tender (ITT). The ITT was issued on 14th January 2011

to:

Chargecrest Security Ltd

Kingdom Security Ltd

Chubb Security

Vision Security Group Ltd

Mitie Security Services (London) Ltd

1.4. Four Tender Responses were received at on Monday 21st February, 2011.

1.5. A Tender Response was not received from one of the five Potential Providers for the

following reasons:

“Kingdom Security advised their withdrawal from the procurement process due to an

acquisition within their group which caused a lack of resources available to commit towards

HUH’s tender.”

1.6. Tenders were evaluated in accordance with the approved Evaluation Process and

Methodology. The evaluation was undertaken over the period of several days, including

presentations by competing suppliers, site visits to all potential providers, a single

evaluation day on all tendered documents and a further request for pricing clarification.

It should be noted for the purpose of transparency that HUH’s incumbent provider for

Catering and Cleaning services (Compass Group) are the parent‐owner of Vision Security

Group Ltd (VSG Ltd). All bids (including VSG’s) have been evaluated according to the same

published criteria, and have not been subject to any undue influence in regards to Compass

Group’s current contractual obligations with the Trust.


Page 4 of 22

1.7. The results of the evaluation are as follows:

Mitie Security Services (London) Ltd 801 out of a maximum weighted score of 1,000

Vision Security Group Ltd 692 out of a maximum weighted score of 1,000

Chargecrest Security Ltd 690 out of a maximum weighted score of 1,000

Chubb Security 596 out of a maximum weighted score of 1,000

Kingdom Security Ltd Withdrawn

1.8. On the basis of the results in 1.7 the Tender Evaluation Panel recommends a the contract

for the provision of Security Services be awarded to “Mitie Security Services (London) Ltd”

subject to any challenges during the Alcatel period.

The Tender Evaluation Panel seeks to obtain approval from the Project Board to award a

contract to Tenderer identified in 1.8.

1.9. Subject to approval, a standard Award Letter covering the mandatory 10 day cool‐off period

will be issued to the Successful Tenderer and an Unsuccessful Letter covering Alcatel will be

issued to unsuccessful Tenderers.

Both successful and unsuccessful Tenderers will be provided with the opportunity to

receive a debrief in accordance with the Office of Government & Commerce’s ITT

Debriefing Guidance.


Page 5 of 22

2. PurposeThe purpose of this document is for the Tender Evaluation Panel to present a

recommendation to the Project Board for consideration and approval. The recommendation

is based on the results of the Tender Evaluation carried out by the Tender Evaluation Panel

on the responses to the Security Services ITT.

EvaluationPanelLes Green LG Local Security Management Specialist

Ralph Venton RV Procurement Category Manager

Anna Delapenha AD Head of Financial Management

Isaac Mensah IM Directorate Accountant (Environment)

Louise Olley LO Lead Nurse

3. Introduction3.1. This report has been compiled on behalf of the Tender Evaluation Panel following the

completion of the evaluation of responses to the Invitation to Tender (ITT) for Security Services.

3.2. This document contains information that is Commercial in Confidence and is not in the public domain. The contents of this document should not be disclosed or discussed with any third party without prior approval.

3.3. An Executive Summary has been provided, supplemented with supporting data. Any further information or points of clarification should be addressed to the Procurement lead for the project.

4. Background4.1. The contract advertised under the Restricted procedure in the Official Journal of the

European Union (ref: 2010/S 195‐298239) covers for the provision of security services to Homerton University Hospital.

4.2. The Contract Notice generated eighty nine Expressions of Interest from a broad range of Potential Providers. Twenty suppliers completed and submitted Pre Qualification Questionnaires.

4.3. Expressions of Interest were recorded and each supplier’s involvement mapped throughout the process.


Page 6 of 22

Figure 1 – Twenty suppliers submitted completed Pre Qualification Questionnaires

PQQ

ID Supplier

Supplier can

log in to

Oracle

PQQ

submitted Part A Part B [150] Part C [60] Part D [150] Part E [485] Total Score References Successful

Supplier

notified

3 CHUBB SECURITY & PERSONNEL Yes Yes Pass 3,725 450 3,250 14,500 21,925 Yes Yes Yes

4 KINGDOM SECURITY LTD Yes Yes Pass 3,625 600 3,250 13,960 21,435 Yes Yes Yes

8 LYNX SECURITY SERVICES LTD Yes Yes Pass 2,975 600 2,750 12,480 18,805 Yes No Yes

12 THE CARDINAL GROUP Yes Yes Pass 3,075 600 2,375 13,900 19,950 Yes No Yes

13 SAFEGUARD SECURITY GROUP LTD Yes Yes Pass 900 600 1,000 11,860 14,360 Yes No Yes

14 CONTRACT SECURITY UK LTD Yes Yes Pass 2,550 600 1,750 11,200 16,100 Yes No Yes

19 MANPOWER DIRECT Yes Yes Pass 1,725 600 3,250 14,840 20,415 Yes No Yes

21 OCTAVIAN GR Yes Yes Pass 2,500 600 2,075 13,840 19,015 Yes No Yes

22 THE GUARDS SECURITY PLC Yes Yes Pass 3,225 600 250 10,520 14,595 Yes No Yes

24 ALL SECURITY LTD Yes Yes Pass 2,750 600 125 9,640 13,115 Yes No Yes

34 STM SECURITY GROUP (UK) LTD Yes Yes Pass 2,600 600 2,750 13,900 19,850 Yes No Yes

42 MITIE FACILITIES MANAGEMENT Yes Yes Pass 3,575 600 3,750 15,280 23,205 Yes Yes Yes

44 WARD SECURITY LTD Yes Yes Pass 2,050 600 3,750 13,780 20,180 Yes No Yes

52 CARLISLE SECURITY LTD Yes Yes Pass 2,050 600 1,375 13,400 17,425 Yes No Yes

56 CHARGECREST SECURITY Yes Yes Pass 2,700 600 3,750 13,400 20,450 Yes Yes Yes

67 APCOA Yes Yes Pass 3,375 480 3,400 FAIL FAIL Yes No Yes

70 EVEREST SECURITY Yes Yes Pass 2,625 600 2,000 13,200 18,425 Yes No Yes

73 SHOWSET 247 LTD Yes Yes Pass 2,525 600 250 9,780 13,155 Yes No Yes

78 AMH CONSULTANTS LTD / TAYLORMADE S Yes Yes Pass 500 600 2,400 13,100 16,600 Yes No Yes89 VISION SECURITY GROUP LTD Yes Yes Pass 3,725 600 3,750 14,020 22,095 Yes Yes Yes


Page 7 of 22

4.4. Pre Qualification Questionnaire responses were scrutinised and scored by LG and RV; scores were recorded into a weighted scorecard:

PQQ Evaluation Scorecard Security Services

Weight % Question # CHUBB SECURITY & PERSONNEL

KINGDOM SECURITY LTD

LYNX SECURITY SERVICES LTD

THE CARDINAL GROUP

SAFEGUARD SECURITY GROUP LTD

CONTRACT SECURITY UK LTD

OCTAVIAN GR

THE GUARDS SECURITY PLC

ALL SECURITY LTD

STM SECURITY GROUP (UK) LTD

MITIE FACILITIES M

ANAGEMENT

WARD SECURITY LTD

CARLISLE SECURITY LTD

CHARGECREST SECURITY

APCOA

EVEREST SECURITY

TAYLORMADE SECURE SOLUTIONS LTD

SHOW

SET 247 LTD

COMPASS GROUP

MANPOWER DIRECT

Part A [Mandatory] Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass RV

Part B [25%] 149 145 119 123 36 102 100 129 110 104 143 82 82 108 135 105 20 101 149 69 IM

Section Weighted Total: 3725 3625 2975 3075 900 2550 2500 3225 2750 2600 3575 2050 2050 2700 3375 2625 500 2525 3725 1725

Part C [10%] 19 15 15 15 15 15 15 15 15 15 15 15 15 15 15 3 15 15 15 15 15 RV

20 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 RV

21 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 RV

22 0 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 RV


Part D [25%] 24 30 30 30 30 30 30 30 0 0 30 30 30 30 30 30 0 30 0 30 30 LG

25 20 40 0 5 5 0 40 5 0 40 40 40 0 40 40 20 20 0 40 20 LG

26 40 40 40 40 5 40 0 5 0 0 40 40 5 40 26 20 26 5 40 40 LG

27 40 20 40 20 0 0 13 0 5 40 40 40 20 40 40 40 20 5 40 40 LG


Part E [40%] 28 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 5 20 20 LG

29 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 5 20 20 LG

30 20 20 20 20 20 0 20 20 0 20 20 20 20 20 20 20 20 5 20 20 LG

31 5 5 0 5 5 0 0 5 0 0 5 5 5 0 5 0 5 0 5 0 LG

32 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 0 5 5 LG

33 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 LG

34.1 20 20 20 20 5 20 20 20 20 20 20 20 20 20 20 20 20 5 20 20 LG

34.2 20 20 20 20 5 20 20 20 20 20 20 20 20 20 20 20 20 5 20 20 LG

34.3 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 LG

34.4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 LG

35.1 5 5 5 5 5 5 5 5 0 5 5 5 5 5 5 5 5 0 5 5 LG

35.2 5 5 0 5 0 5 5 5 0 5 5 5 5 5 5 5 5 0 0 0 LG

36 20 0 0 0 0 0 0 0 0 0 20 20 0 20 0 0 20 0 20 20 LG

37 20 20 20 20 20 10 20 0 0 20 20 20 20 20 20 20 20 10 20 20 LG

38 Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Fail Pass Pass Pass Pass Pass LG

39 30 30 20 30 20 30 30 20 25 30 25 30 30 30 25 30 30 30 30 LG

40 10 10 10 10 7.5 10 10 0 0 10 10 10 10 10 10 0 7.5 10 10 LG

41 0 0 9 0 14 10 2 0 15 13 11 0 0 19 13 15 9 0 15 LG

42 10 15 11 20 5 8 11 0 5 9 20 20 0 10 0 12 12 0 12 LG

43 5 4 2 5 5 7 8 0 0 8 6 2 5 6 2 8 5 8 4 LG

44 10 10 10 10 10 10 10 7.5 10 10 10 10 10 10 10 10 10 10 10 LG

45 40 40 20 40 40 20 40 40 20 40 40 20 40 0 40 0 40 40 40 LG

46 15 15 15 15 15 15 15 15 10 15 15 15 15 15 10 15 15 15 15 LG

47 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 LG

48 7.5 10 10 2.5 0 0 10 2.5 0 2.5 10 2.5 10 5 10 2.5 8 7.5 10 LG

49 20 20 20 20 20 10 20 5 20 20 20 20 20 20 20 20 20 20 20 LG

50 30 30 30 30 30 30 30 28 26 30 30 30 30 30 30 30 28 30 30 LG

362.5 349 312 347.5 296.5 280 346 263 241 347.5 382 344.5 335 335 160 330 327.5 244.5 350.5 371

Part G [Mandatory] Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass Pass RV


Grand Totals: 21,925 21,435 18,805 19,950 14,360 16,100 19,015 14,595 13,115 19,850 23,205 20,180 17,425 20,450 13,655 18,425 16,600 13,155 22,095 20,415

Figure 2 ‐ Completed PQQ Scorecard


Page 8 of 22

4.5. Dunn and Bradstreet due diligence analysis was performed on all twenty suppliers by IM and confirmed by AD and FI, as part B of the Trust’s PQQ document.

Net Profit Margin (Published Accounts)

Operating Return on Total Assets (Published Accounts)

Financial Strength (5A-H) (D&B)

Risk Indicator (1-4) (D&B)

Failure Score (100-1) (D&B)

TOTAL SCORE

0.3% 48% 3A 1 981 14.4 50 50 49 149

3.0% 56% 3A 1 989 17 50 50 49 149

3% 56% 2A 1 969 17 45 50 48 143

7.9% 48% 2A 1 9924 15 45 50 50 145

2% 58% F 1 966 18 10 50 48 108

CHARGECREST

ORGANISATIONS

COMPASS / VSG

CHUBB SECURITY

KINGDOM

MITIE SECURITY

Figure 3 ‐ Dunn & Bradstreet analysis for the five suppliers shortlisted to receive Invitations to Tender

4.6. Following evaluation of the Expressions of Interest the following five Potential Providers were short‐listed to receive Invitation to Tender (ITT) documents: Chargecrest Security Kingdom Security Chubb Security Vision Security Group Ltd Mitie Security

5. EvaluationProcess Receipt of References Site Audits Tenderer Presentations Tender Receipt via Trust’s eTendering Portal Compliance Check

Qualitative and Commercial Evaluation

Tender Clarification Confirmation of Consensus

5.1. Written References were solicited for each bidder from recommended NHS customers. Reference Requests probed for confirmation on the Potential Provider’s ability to deliver on all areas key to the evaluation and eventual provision of the Service at HUH.

5.2. Site Audits were carried out by LG and RV in an effort to effectively evaluate the Potential Provider’s facilities, geographic location, scheduling, despatch and HR records.


Page 9 of 22

Findings and points established on the audits were used to assist the Tender Evaluation Process.

5.3. Potential Providers were invited to present the details of their bid to the Tender Evaluation Panel and other key stakeholders at Homerton University Hospital on 22nd February 2011. Potential Providers were allocated twenty minutes each to present their bids, with a further fifteen minutes allowed for Q&A.

5.4. Tenders were received on 21st February 2011.

5.5. Upon receipt of bid and the passing of the deadline, the tenders were unlocked electronically by the Trust’s Head of Governance, David Bridger.

5.6 Tenders were evaluated against the following qualitative and commercial criteria:

Essential Requirements 10 / 10 % Total

1

Long Term Partnership ‐ Demonstrate with sui table deta i led evidence

of experience, you have successful ly provided a long term

partnership for the services speci fied in this tender (your PQQ

references wil l be contacted).

10 10 100

2

Quality Standards Control ‐ Demonstrate with sui tably deta i led

evidence the qual i ty standards that wil l be achieved and how they

wil l be mainta ined through the l i fe of the contract.

10 5 50

3

Emergency Response ‐ Demonstrate with suitably deta i led evidence

your abi l i ty to provide emergency backup of 4 guards to the Trust’s

minimum speci fied response time of 45mins. Please provide

address & postcode of despatch location and deta i l s of s taff

avai labi l i ty.

10 20 200

4

Method Statement ‐ Please provide a deta i led method s tatement

clearly outl ining how each stage of the Securi ty Services Contract

wil l be del ivered in accordance with the Trust’s speci fication

10 15 150

5

Reporting ‐ Demonstrate with sui tably deta i led evidence how you

wil l accurately monitor and report the del ivery of al l aspects of the

service

10 5 50

6Governance ‐ Please provide a deta i led flow chart indicating the

proposed governance arrangements for this contract10 5 50

7

Mobilisation Plan ‐ Please provide a deta i led Mobi l isation Plan

deta i l ing each activi ty and timescale for mobi l i sation for taking on

the contract

10 5 50

8 Financial Summary – Tota l Cost Analys is . 10 35 350

80 100 1000

Figure 4 – The published weighted scorecard used to evaluate bidders’ tender responses


Page 10 of 22

5.7 Tenders were evaluated using the following criteria1 to assigns scores out of a possible ten marks:

Excellent 10

Exceeds the requirement. Exceptional demonstration by the Tenderer of

the relevant abi l i ty, understanding, experience, ski l l s , resource & qual i ty

measures required to provide the suppl ies / services . Response identi fies

factors that wil l offer potentia l added value, with evidence to support the

response.

9

Good 8

Satis fies the requirement with minor additional benefi ts . Above average

demonstration by the Tenderer of the relevant abi l i ty, understanding,

experience, ski l l s , resource & qual i ty measures required to provide the

suppl ies / services . Response identi fies factors that wi l l offer potentia l

added value, with evidence to support the response.

7

Acceptable 6

Satis fies the requirement. Demonstration by the Tenderer of the relevant

abi l i ty, understanding, experience, ski l l s , resource & qual i ty measures

required to provide the suppl ies / services , with evidence to support the

response.

5

Minor

Reservations4

Satis fies the requirement with minor reservations . Some minor

reservations of the Tenderer's relevant abi l i ty, understanding, experience,

ski l l s , resource & qual i ty measures required to provide the suppl ies /

services , with l i ttle or no evidence to support the response.

3

Serious

Reservations2

Satis fies the requirement with major reservations . Cons iderable

reservations of the Tenderer's relevant abi l i ty, understanding, experience,

ski l l s , resource & qual i ty measures required to provide the suppl ies /

services , with l i ttle or no evidence to support the response.

1

Unacceptable 0

Does not meet the requirement. Does not comply and/or insufficient

information provided to demonstrate that the Tenderer has the abi l i ty,

understanding, experience, ski l l s , resource & qual i ty measures required to

provide the suppl ies / services , with l i ttle or no evidence to support the

response.

Figure 5 – Qualitative criteria used to score bids

1 Commercial aspects were scored using a mathematical formula known as the Standard Differential


Page 11 of 22

6. EvaluationResults

Having completed the commercial and qualitative analysis, appendix 2, the panel recommends

Option 4 (6.3.4) as the Most Economically Advantageous Tender for the Trust, taking into

account the Trust’s minimum specified requirements.

HUH’s Local Security Management Specialist (LSMS, LG) advises the panel that in order to

remain compliant with Department of Health recommendations, Option 4 is the only option

that allows for the Trust to remain acquiescent with national legislation.

Option 4 would present the Trust with following service and shift pattern:

Option 4 (Les'

Minimum) Senior Supervisor

Supervisor / Controller

East Wing Officer

East Wing Officer

Patrol Officer

Patrol Officer

A&E Officer

Mon ‐ Fri DAY 60 60 60 60 60 60 6

Mon ‐ Fri NIGHT 60 60 60 60 60 60 5

Sat ‐ Sun ‐ DAY 24 24 24 24 24 24 5

Sat ‐ Sun NIGHT 24 24 24 24 24 24 5

60 168 168 168 168 168 108 1008 hours

Figure 6 – Proposed shift patterns under Option 4

IM performed a detailed analysis on each financial proposal under Option 4:

SUPPLIER £'000 % SCORE

Lowest BidProp Hours/Week

Annual Fee 1260 100 0-10

CHARGECREST 768 420 1,260 100 10.00

CHUBB 1272 682 2,047 62 6.15

MITIE 732 424 1,273 99 9.90

VSG 732 430 1,290 98 9.77

* Chubb have not committed a shift patern to the budget of £430k & have requested 90 days to determine

STANDARD DIFFERENTIAL SCORING

Original Proposal

Figure 7 ‐ Option 4 Financial Analysis

The panel concludes that by employing a reduced shift pattern and accepting the

recommended commercial option in 6.4.1, the Trust stands to make annual savings of

£126,484 or £379,452 over the course of a three year contract (a 17.97% reduction on

current costs). By taking advantage of early payment discounts and surpassing the rebate

threshold, the total possible annual savings stand at £133,241.


Page 12 of 22

Annual 3 yr Contract

Current Budgeted £704,000 £2,112,000

Preferred Bid £577,516 £1,732,548

Saving £126,484 £379,452

*It should be noted that an additional £6,757 savings can be made by taking advantage of

early payment discounts offered and achieving a rebated threshold.

The expected spend on the proposed contract (before ad hoc hours) is shown below:

£0

£200

£400

£600

£800

£1,000 Annual Spend (£k)

Figure 8 – FY 2011/12 spend projection under proposed bid

The panel concludes that should the current pattern of ad hoc service requirements

continue, the Trust stands to save a further £1,610 annually, or £4,829 over the course of a

three year contract (a 2.81% reduction on current costs).

The proposed contract hourly rates for the provision of security services (respective of each

guard’s position) is:

Hourly Rate £ saving % saving

Senior Supervisor Commercially sensitive

‐£1.31 ‐10.01%

Supervisor Commercially sensitive

‐£0.33 ‐2.86%

Security Officer

Commercially sensitive

‐£0.31 ‐2.81%

The total combined savings achieved from the contract costs and ad hoc costs is calculated

to be £128,094 annually or £384,282 over the course of a three year contract.


Page 13 of 22

7. Recommendation1.1. The recommendation of the Tender Evaluation Team is that Contract for the provision of

onsite Security Services be awarded to: “Mitie Security Services (London) Ltd”, subject to any challenges during the Alcatel period.

1.2. Subject to approval, a standard Award Letter covering Alcatel will be issued to Successful Tenderers and an Unsuccessful Letter covering Alcatel will be issued to Unsuccessful Tenderers.

1.3. Both successful and unsuccessful Tenderers will be provided with the opportunity to receive a debrief in accordance with the Office of Government & Commerce’s ITT Debriefing Guidance.

1.4. It is recommended a mechanism for control on ad hoc requirements be developed in order

to control future spend increases in this category.

8. Approval8.1. The Evaluation Panel seeks to obtain approval from the Project Board to award a Contract

to the Tenderer identified in 7.1.

Recommendation Supported:

Signed:

Name:

Date:

Title:


Page 14 of 22

Appendix1:HUHSpecification

Homerton University Hospital’s specification for the provision of security services is included for the

benefit of the reader.

SPECIFICATION.doc

HUH Specification for Security Services


Page 15 of 22

Appendix2:DetailedEvaluationInformation

1. Service Evaluation

1.1 Long Term Partnership [10% weighting]

The purpose of requesting evidence on the ability to foster long term partnership is

to ensure the Trust contracts to a provider that is capable of assisting the Trust in its

long term goals, whilst ensuring continuity of service for the length of the contract.

Written responses, references and presentations were used to evaluate bidders on

the topic. The panel scored bidders:

Chargecrest 8

Chubb 1

VSG Ltd 6

Mitie 8

Comments:

Chargecrest Good examples of LTP

Chubb No evidence provided whatsoever; little provided on site visit/presentation

VSG Ltd Evidence references only two contracts one for 2005, the other 2009 which does not suggest a great deal of LTP, nothing to suggest additional benefits

Mitie Excellent examples demonstrating ability to provide LTP

1.2 Quality Standards Control [5% weighting]

Evidence was requested on the ability to demonstrate effective Quality Standards

control in order to ensure that an effective framework for control and consistency

would be in place for the service provision at HUH.

Written responses, references and presentations were used to evaluate bidders on


Chargecrest 6

Chubb 8

VSG Ltd 8

Mitie 8


Page 16 of 22

Comments:

Chargecrest Acceptable, no evidence of off site continuity i.e. fires etc

Chubb Evidence of good processes applied

VSG Ltd Minor additional benefits demonstrated

Mitie Very good examples provided demonstrating ability to maintain quality within contract

1.3 Emergency Response [20% weighting]

The Trust requested information from each potential provider on their ability to

adequately respond in an emergency situation.

With the Trust being situated in Inner East London, and in close proximity to the

Olympic Village a higher value of weighting was placed on this aspect.

Written responses, site visits and presentations were used to evaluate bidders on


Chargecrest 4

Chubb 4

VSG Ltd 4

Mitie 8

Comments:

Chargecrest

Reservations relating to ability to despatch and staff availability (reliance on manpower availability at other locations in the region); Chargecrest location is NOT within 45mins of Trust. No remote despatch address/location/postcode

Chubb Minor reservations – not enough detail and the local office viewed on site visit could potentially close due to Securitas takeover; no postcode as requested

VSG Ltd Relief officers not on ‘standby’; no guarantee manpower will be available as relying on possible availability from men on other sites. No central location from despatch/postcode

Mitie Very good response. Provided a postcode, demonstrated holding room for emergency manpower response – location at London Bridge, demonstrating access within specified 45mins

1.4 Method Statement [15% weighting]

The Trust requested written details on the proposed method for implementing

proposals, and meeting all Trust expectations as defined in the specification.

Bidders put forth in writing the main aspects of service provision, as was later

received in the form of an oral presentation.


Page 17 of 22

Written responses, site visits and presentations were used to evaluate bidders on


Chargecrest 6

Chubb 3

VSG Ltd 6

Mitie 6

Comments:

Chargecrest Acceptable response; question marks regarding ability to resource HUH’s requirements for the contract. Apart from that, fine

Chubb Very little detail provided, certainly not a method statement. References made to an alternative organisation (local authority) which suggests tender has been cut‐and‐paste from another bid

VSG Ltd Acceptable response with minor additional benefits

Mitie Acceptable response, nothing stand‐out

1.5 Reporting [5% weighting]

As part of the contract service, the Trust has specified a requirement for a regular,

purposeful and relevant report to be produced by the successful bidder on a

monthly basis.

Accurate, innovative and transparent contract reporting is valued by the Trust and

essential for the purposes of this contract.

Written responses and presentations were used to evaluate bidders on the topic.

The panel scored bidders:

Chargecrest 6

Chubb 6

VSG Ltd 8

Mitie 6

Comments:

Chargecrest Acceptable. Nothing to indicate anything beyond par‐for‐the‐course

Chubb Acceptable, standard response provided

VSG Ltd Very good examples and good presentation of online/portal access

Mitie Fine reporting; no online portal/dynamic reporting although indicated would be made available in the near future


Page 18 of 22

1.6 Governance [5% weighting]

A clear proposal on contractual governing arrangements and proposed integration

with internal staff was requested from potential providers.



Chargecrest 2

Chubb 6

VSG Ltd 6

Mitie 8

Comments:

Chargecrest No flowchart provided as requested

Chubb Acceptable. Flowchart provided

VSG Ltd Acceptable response, a lot of irrelevant information provided

Mitie Good examples demonstrating flat structure with immediate HUH access to top‐of‐tree

As per item 1.6, it should be noted for the purpose of transparency that HUH’s

incumbent provider for Catering and Cleaning services (Compass Group) are the

parent‐owner of Vision Security Group Ltd (VSG Ltd). All bids (including VSG’s) have

been evaluated according to the same published criteria, and have not been subject

to any undue influence in regards to Compass Group’s current contractual

obligations with the Trust.

1.7 Mobilisation Plan [5% weighting]

The Trust asked each bidder to supply a proposal on how they intend to mobilise the

proposed service should they be successful, ensuring minimum disruption to day‐to‐

day activity and maximising the Trust’s capacity to deal with situations requiring a

security presence.



Chargecrest 4

Chubb 3

VSG Ltd 6

Mitie 6


Page 19 of 22

Comments:

Chargecrest Template plan produced but not populated to suit HUH implementation

Chubb Again addresses East Hants District Council as opposed to HUH; little detail provided

VSG Ltd Acceptable response for contract mobilisation at HUH

Mitie Acceptable response to mobilising for a new contract

2. Current Commercial Obligations

2.1 Contract Value

The current annual value of contract with the incumbent provider is: £704,000.

Ad hoc security requirements according to need influences the annual spend in this

category, as can be seen in Figure 3:

Figure 9 – Annual Security Spend at HUH

The Trust currently purchases Security Services to cover the following weekly

pattern:

Figure 10 – The Trust currently contracts for Security for the above weekly pattern

£0

£200

£400

£600

£800

£1,000

Annual Spend (£k)

Current Senior Supervisor

Supervisor / Controller

East Wing Officer

East Wing Officer

Patrol Officer

Patrol Officer

Patrol Officer

Patrol Officer

Patrol Officer

Patrol Officer

Mon ‐ Fri DAY 60 60 60 60 60 60 60 60 60 60 10

Mon ‐ Fri NIGHT 60 60 60 60 60 60 6

Sat ‐ Sun ‐ DAY 24 24 24 24 24 24 24 7

Sat ‐ Sun NIGHT 24 24 24 24 24 24 6

60 168 168 168 168 168 168 84 60 60 1,272 hours


Page 20 of 22

By employing Demand Control, the Trust has reduced its specified requirements by

removing three static positions from the contract (based in A&E, Maternity and

DOSH).

2.2 Hourly Rates

The current contract hourly rates for the provision of security services (respective of

each guard’s position) are:

Senior Supervisor £

Supervisor £

Security Officer £

2.3 Ad‐hoc Hours

Ad hoc hours have been purchased by the Trust for specific requirements in clinical

areas, as and when required2.

It is calculated that in the last FY, the Trust purchased 5,193 hours of ad hoc security.

This has been taken into account when calculating the Total Cost of the contract.

2.4 Inflationary Rises

Tenders were distributed requiring responses to be firm and fixed for a period of 36

months following acceptance by the Trust.

After the initial base term has been completed, a price variation may be proposed at

an annual review, provided they are no more than 1.5% below the NHS cost index

for materials and labour.

2.5 Additional Factors

Additional factors that will contribute to the Total Cost of the contract include Early

Payment Discounts and Annual Rebate Thresholds.

(Early Payment Discounts were only considered should they not breach the Trust’s

payment terms of 30 days).

3. Commercial Evaluation [35% weighting]

The Commercial Evaluation was performed by AD and IM from HUH’s Finance Department,

approved by Fiona I’Anson, Assistant Director of Finance.

2 Ad hoc requirements are currently covered outside of the contract and paid for by the requesting area. As few divisions budget for security requirements, the Trust intends to manage the demand ad therefore cost for this requirement in the coming Financial Year.


Page 21 of 22

Option 1

Bids were solicited for the provision of the specified service up to a ceiling budget of

£430,000.

Figure 11 – Standard Differential scoring, Option 1

Option 2

Bids were solicited for the provision of the specified service, with the addition of a

static guard in A&E (weekday evenings and weekends).


Option 3

Bids were solicited for the provision of the specified service up to a ceiling budget of

£550,000.


Option 4

Bids were solicited for the provision of the specified service, based on a specific shift

pattern.



Page 22 of 22

Chargecrest

Chargecrest

% Chubb

VSG

Mitie

Chargecrest

1 Long Term Partnership 10 880

110

660

880

2 Quality Standards Control 5 630

840

840

840

3 Emergency Response 20 480

480

480

8160

4 Method Statement 15 690

345

690

690

5 Reporting 5 630

630

840

630

6 Governance 5 210

630

630

840

7 Mobilisation Plan 5 420

315

630

630

8 Financial Summary 35 10350

9.89346

9.19322

9.47331

Total: 690 596 692 801

Figure 15 – Completed Scorecard for Security Services tender – Option 4

A fresh approach for a valued client

Proposal for security services

Page 1

Contents Executive summary ............................................................................................................................................................................................ 2

1. Long term partnership .................................................................................................................................................................................. 5

2. Quality standards control ............................................................................................................................................................................ 6

3. Emergency response .................................................................................................................................................................................... 8

4. Method statement ...................................................................................................................................................................................... 11

5. Reporting ...................................................................................................................................................................................................... 31

6. Governance ................................................................................................................................................................................................. 39

7. Mobilisation plan ......................................................................................................................................................................................... 40

8. Financial summary ...................................................................................................................................................................................... 44

Forms of Tender ................................................................................................................................................................................................. 46


Page 2

Executive summary An overview We have worked in partnership with the Homerton University Hospital since 2001 and have developed strong relationships with the Trust during this time. Our aim has been to work with you to improve the way security is managed across the Trust. Our main strengths are an established core security team and an experienced and dedicated management team to support the Trust. We have fulfilled our commitment to our employees and the on-going investment towards their training, which has enabled us to meet our challenges. Throughout the term of the contract we have evolved and adapted to meet demanding situations, which our fully trained officers are always equipped to deal with. We have always promoted an open approach to our partnership, carrying out weekly and monthly management meetings to review our service and gain feedback, both good and bad. We are always looking to improve our operations and there have been very few areas over the years that we have failed to deal with; when this does occur, we are always on hand to learn, adapt and continue to evolve. A fresh approach We don’t believe in sitting still and letting our contracts stagnate. We value your business and our partnership with you enormously and have given the tender a considerable amount of thought, involving a number of our senior management team to fine tune our response and offer a competitive proposal that will provide a quality, high value service for the new contract term. A combination of our experience and understanding of the Homerton University Hospital will form the basis of a fresh approach to the contract, which we intend to treat as completely new from day one of the new agreement. Our management team off-site will play a key role in ensuring that we drive standards up across the hospital campus. Cost savings to exceed your expectations Having delivered an efficient service to the Trust for a number of years, we are aware that the Trust now needs to reduce the costs of this service by almost half. To this end, we have used our expertise and looked for the most effective and innovative solution to ensure we keep to within the Trust’s budget of £430,000. This has involved major restructuring to ensure your security needs are still being met at strategic points around the hospital. We are pleased to offer a proposal for around £429,000, details of which can be found on page 43.


Page 3

Dedicated Senior Supervisor looking after your site Your dedicated Senior Supervisor is Hameed Doole. Hameed was appointed to his position of Senior Supervisor and took over the post a year ago. He is committed to making sure you receive the best possible service. Hameed has undertaken various training courses to assist him, including our 21st Century Leadership Management Crouse, Project Griffin and the Institute of Leadership and Management course. Officer turnover is extremely low In a people business, such as security, where the turnover of staff can be notoriously high, we are proud to report that the turnover of people on the Homerton contract since we took over in 2001 has been very low. Many of the officers have worked at the hospital for many years, some for over 10 years; this says a lot for the operations, hospital and management teams on both sides that create the environment that makes those officers want to stay. There are also a number of our officers who transferred from our employment to work directly for the Trust in new roles. Training As in a true partnership, both the Trust and MITIE understand the importance of providing training for its staff above and beyond the job specification. In conjunction with the LSMS, we identify the training needs and arrange for the team members to attend appropriate sessions. Training to date has included fire training, H&S training, conflict resolution, infection control, diversity, waste disposal, resuscitation, data protection, vulnerable adults, customer care, control & restraint, conflict management, 21st Century Leadership, and ILM. Visibility for you every step of the way We have always taken a partnership approach with our clients, which mean an open and honest approach to our relationship and the business in hand. The availability of innovative internet reporting will give you direct access to information relating to your contract, if and when you wish. Our senior management members are also accessible and visible to you. Our Regional Managing Director, John Wills, will meet with you on a regular basis to make sure you are happy with the service we are providing and will take on board any feedback you may have. The contract to supply security services to the Homerton University Hospital Trust is very important to MITIE and we want to make sure our partnership promotes a safe and high profile environment for the local people.


Page 4

The benefits of working with MITIE Having worked with you for ten years, we fully understand the changing environment that the NHS presents. We offer a flexible and highly trained team that can cope with any eventuality and evolve at very short notice to meet your changing needs. As the biggest supplier of manned guarding in London, we are specialists in security in and around the city and have a pool of 3500 officers operating from our London Bridge branch, from which to provide short notice emergency and ad hoc cover. We have also taken into account the 2012 Olympics, which presents the potential to drain our pool of officers, and we are currently undertaking Olympic workshops to put plans in place to mitigate the loss of our officers and ease transport issues during the Games. We will always strive to improve our services and relish the opportunity to be part of the next chapter in your security provision.


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1. Long term partnership Demonstrate with suitable detailed evidence of experience that you have successfully provided a long term partnership for the services specified in this tender. We’re proud that some of our most prestigious clients have been with us for years. Oxford Radcliffe Hospitals NHS Trust Oxford NHS Trust wanted to work with a specialist partner who could help transform their in-house team to be able to act quickly in any emergency across three healthcare sites. We offered a total security package, which included a bespoke training programme, an on-going development plan, reward and recognition schemes, as well as dedicated management support. We worked with the team to make sure the integration across to MITIE was seamless. Our specific training programme focuses on customer service, control and restraint, bomb awareness, and fire fighting skills. This was to provide the team with the correct skills to handle any type of incident. By assessing their current situation, we were able to introduce a more efficient patrol system. Officers now have a closer eye on each site and can contact each other quickly via mobile phone links. The client now has safe and secure sites which are patrolled regularly and effectively. They have peace of mind for their patients and employees.

And we have the right people doing the right job. The officers are highly trained, skilled, motivated and committed to the client. Glasgow City Council The Council was looking to consolidate to one supplier who could provide a flexible, high level service which adhered to new SIA licensing laws passed in Scotland in November 2007. Having worked with us for 19 years, the client knew they could depend on us to fulfil the new requirements effectively. As the only security provider to the Council, we make sure we are in constant contact with them. During our 19 years together we have developed a very strong relationship which we hope will continue for many years to come. Today we provide four site supervisors and 80 officers. Her Majesty’s Courts Service At MITIE, we’re proud to have worked with Her Majesty’s Court Service for over 17 years and today we have a team of 1,800 officers managing security at 425 Crown, County, Magistrates Courts and Tribunal Service sites across England and Wales. We work in partnership with HMCS to provide them with a cost effective and efficient guarding service for staff, juries and visitors alike. Our team is always happy to go the extra mile and we have one of the lowest turnover rates of security officers in the industry, which means we provide HMCS with consistency in support, training and reporting methods across all sites.


Page 6

2. Quality standards control Demonstrate with suitably detailed evidence the quality standards that will be achieved and how they will be maintained through the life of the contract. We are proud to have obtained the following accreditations: SIA Approved Contractor Accreditation MITIE holds SIA approved contractor status for the provision of Security Guarding, Key holding, Door Supervision and Public Space Surveillance CCTV services. As one of the first suppliers to gain accreditation under the SIA Approved Contractor Scheme, we’re able to offer clients a range of benefits including: Continuity of service Best practice Continuity of quality Clear customer focus Increased flexibility Leadership and innovation Enhanced working relationships with the Extended Police Family By choosing an ACS accredited security supplier, your security obligations to your people, shareholders and stakeholders will be met. Due to the auditing process of the Security Industry Authority which is a compulsory undertaking of security providers in order to achieve ACS, you can be sure that our employment practices have been assessed in respect of quality and best practice.

The ACS standard encourages service customisation rather than ’off-the-shelf’ packages which means that more precise delivery requirements are met and are delivered.

NSI Gold Accreditation This sought-after industry accreditation certified by The National Security Inspectorate (NSI) requires additional, tougher entry standards and due diligence on application and on-going inspections. This accreditation requires us to: meet the industry-specific ISO 9000 Quality

Management System operate formal, inspected internal procedures

and audit processes to give greater customer assurance

have a long term track record of performance and evidence of reliability and stability

provide excellence in business efficiency and customer care This accreditation incorporates the following three accredited schemes: ISO 9001 – Quality This internationally recognised accreditation is certified by The National Security Inspectorate (NSI) and highlights our commitment towards providing our customers with a quality service that is achieved through our operating and business procedures, and is implemented via our Quality Management System. The ISO9001 accreditation includes the provision of manned security services, which includes: Uniformed, Mobile, Retail and Static Guards, Key Holding and Alarm Response Services.


Page 7

OH-SAS 18001 – Health & Safety This accreditation outlines the provision of an Occupational Health and Safety System with respect to the following services: Uniformed, Mobile, Retail and Static Guards; Key Holding and Alarm Response Services, and our National Communications Centre. ISO14001 – Environmental We’re committed to providing our customers with a high quality service whilst reducing the impact of our activities on the environment. Our EMS programme focuses on the environmental issues closely aligned with our business, and geared towards improved environmental performance throughout all our offices. National Safety Award – British Safety Council We have achieved this accreditation as part of our on-going commitment to safety as prescribed by the British Safety Council. The award has been given in recognition and commendation of services rendered in the cause of safety. British Security Industry Authority (BSIA) Choosing a BSIA member to provide your security solutions means selecting quality and gaining peace of mind. The BSIA is the only trade association that requires its members to be independently inspected to the quality standard ISO9001:2000. This provides further independent assurance of MITIE’s operating procedures. Also the BSIA spearheads the industry voice and MITIE takes a keen interest in actively participating.

Quality Customer Questionnaire (QCQ) Customer feedback is essential to the management of service performance. Completing a QCQ gives you the opportunity to provide a full and frank overview of our service, enabling us to have a deeper understanding of the issues pertaining to your business. The QCQ gathers important feedback on issues such as retention of officers, knowledge of assignment, reliability, interpersonal skills, telephone manner and problem solving. The data records gathered from the QCQ is submitted by the Regional Managing Director to the UK Managing Director and UK Risk Manager for further analysis, which in turn will impact on the changing trends and expectations of service delivery in our industry. Making use of the data gathered from the QCQ will mean our full commitment and understanding of your business needs, guaranteeing the continual assessment and improvement of our service to you.


Page 8

3. Emergency response Demonstrate with suitably detailed evidence your ability to provide emergency back-up of four guards to the Trust’s minimum specified response time of 45 minutes. Please provide address and postcode of despatch location and details of staff availability. The Homerton University Hospital is served by our office at London Bridge, SE1. There are 3500 officers operating from this base, which means ad hoc or emergency cover should never be a problem. Early on in the contract we devised a plan to enable us to deploy additional staff. The London ComCen will receive a call from the Homerton, which will simply say that Homerton has declared an emergency. The control room reports to the Head of Operations and Phil Coombs, who then select office based personnel who are despatched to site by car. Yellow Hi Vis coats are kept in the control room and are distributed to those staff deployed. At the same time, the control room operators check the off-duty lists for non-working people to replace the office based personnel and depending on the time of day will be looking to cover the following night. On arrival at site, staff are given a list of the duties in the form of a card with certain coloured ID tags on it and instructions as to who can or can’t be allowed into certain areas. They are also given a supervisor to report to and the details of any police/senior hospital staff in charge for decision making.

This plan is straightforward but management members are aware that it can be traumatic and stressful, should they have to deal with victims’ families and unpleasant situations. During the past ten years there have been four occasions when we have been required to deploy emergency cover at the Homerton. Three of those occasions were on training days, where we received a call from the Trust with no notice, During the London Bombings in 2007 we were required to send an additional six officers. On each occasion we managed to deploy and maintain the requirement. Management of absenteeism

There are two clear types of absenteeism that have to be managed:

Holiday (pre-planned) Sickness (unplanned)

Holiday cover 28 Days’ Notice? YES Leave will be authorised if no other member of the security team has already booked that period. When the leave is authorised, the dates are entered onto our scheduling system - iSAMS, deleting the officer from his / her shifts. Operations support will identify those people trained as back up and roster them to the site. If no relief officer is available at the time of request, an alternative reserve person will be identified and rostered for training before covering the holiday period.


Page 9

28 Days’ Notice? NO Leave will only be authorised if a suitable replacement officer is immediately available. Management of sickness Pre-notified? YES The team on duty will be notified and informed of the action being taken to replace the officer. All available reserve officers will be contacted and asked to cover the shift. The duty team will be advised who is coming to site and if there is likely to be a delay. If no reserve officer is available, the contract management team will attempt to cover the reserve officers currently working on another site to release them for your site. The on-site teams will be informed. If necessary, a site officer due dayshift duties the following day will be brought forward to cover a nightshift. If all else fails, the Duty Manager or member of the contact management team will take up the shift or the down-time to relieve the waiting officer. Pre-notified? NO If failure to report for duty an off-going officer will be asked to stay on-site for approximately one hour to allow the contact management team to deal with the issue. The officer will be kept informed. The shift will then be covered as described above. If this is likely to cause a delay in a relief officer arriving, an on duty officer will be asked to stay. However, the start time of his / her next shift will be adjusted to make sure he / she receives the same rest period.


Page 10

Security team continuity

Security Officer

Call received advising of sickness/absence

Client advises of additional requirement

Admin Team

Is the impending void/requirement on the

next shift

Admin Team

Is suitable number of relief staff available?

Security Officer

Approached to provide additional cover

Security Officer

Relief security officer/s rostered to provide

coverage

Admin Team

Are suitable number of staff on rest days?

Security Officer

Rest day cancelled and officer rostered

Decision

Does this meet the requirements?

Contingency Process Completed

Decision



Admin Team

Call up contingency from other sites

Security Officer

Officers rostered to cover shift

Yes

No

Yes – arrival within 90 mins

Yes

No


Yes

No

Arrival within 24 hours


Security Officer

Call received advising of sickness/absence

Client advises of additional requirement

Admin Team

Is the impending void/requirement on the

next shift

Admin Team

Is suitable number of relief staff available?

Security Officer

Approached to provide additional cover

Security Officer

Relief security officer/s rostered to provide

coverage

Admin Team

Are suitable number of staff on rest days?

Security Officer

Rest day cancelled and officer rostered

Decision



Decision



Admin Team

Call up contingency from other sites

Security Officer

Officers rostered to cover shift

Yes

No


Yes

No


Yes

No

Arrival within 24 hours



Page 11

4. Method statement Please provide a detailed method statement clearly outlining how each stage of the security services contract will be delivered in accordance with the Trust’s specification. a) Leadership including:

Management; Continuous Improvement; Performance Monitoring; and Monthly Reporting.

Management Your account management team John Wills – Managing Director

John has worked within the security industry for over 12 years. After nine years in the Army, John joined Initial Security as a Contract Manager in Leeds, where he was responsible for the provision of service to a portfolio of customers across Yorkshire and the North East. After 18 months in this role, he was promoted to Branch Manager for Leeds, where he

was responsible for leading and developing the management team. Over the next 18 months the branch performed extremely well and John spent a further four years in branch management in Birmingham. He was then promoted to Regional Director for the South of England. Following the MITIE acquisition of Initial, John took

up a new role as Head of National Accounts for Security. John and his team were responsible for all national accounts within the security business. John was promoted earlier this year to his current role of Regional Managing Director for London. Phil Coombs – Regional Manager

Phil joined MITIE in early 1996 as a Control Room Supervisor and after twelve months he took up the position of Security Manager at a client’s premises in the City. Phil joined the Operations Management team in 1998 with a complete understanding of MITIE Security’s methods and systems and a thorough knowledge of security management. He was

promoted in early 2005 to Branch Manager and more recently this year to his current position. Andy Ross – Operations Manager

Andy is Phil Coombs’ deputy and will take over the day to day running of the Homerton contract whenever Phil is on annual leave.

Interfacing with the Homerton: we always take a partnership approach An effective client interface with open and honest relationship between your representatives and their team, the contract management team and the officers will be key factor in consistently


Page 12

delivering service excellence for this contract. e key interfaces we undertake with the Trust as a minimum are:

Managing Director – will meet quarterly with the Trust team to discuss strategic direction, overall performance, areas for future improvement and new opportunities.

Regional Manager – Phil meets weekly with the Trust team and

formally each month. Contract management team – Phil Coombs visits the team on site

on a weekly basis. 24 hour duty managers are also on call to support the night team and resolve any issues that may arise.

Monthly performance reviews – the Trust security team will meet

monthly with Phil to review performance, consider areas requiring action and discuss areas of improvement.

Annual review - Looking back at the previous 12 months and

discussing any challenges that were faced, unexpected impacts on service – ie heavy snowfall etc. This will be held between senior Trust management, officers and our account management team.


Page 13

Continuous improvement MITIE prides itself as a market leader in the provision of bespoke multi-disciplined service and maintenance provision, especially in the communications sector. Regular reviews across contracts are held to establish ‘best industry practice’ whilst maintaining strict business confidentiality. We will not be too abashed to request straight talking feedback on our service, as it is the only way we will continuously improve. How do we propose to measure this? From experience, to get the most compelling feedback to ensure continuous improvement, we rely on the avenues from our customers: Completion of the KPI or monthly appraisal; Formal meetings where every aspect of the service and

performance is examined; Further avenues of escalation whereby you have direct access

to the Board if you feel any area of the improvement plan is not working for whatever reason.

This is how we ensure the continuous improvement of our own suppliers, and we would expect you to insist on no less. KPI scoring is the most telling and accurate form of measurement. Improvement Teams MITIE holds a weekly quality improvement meeting, in which the needs of our customers and our business are reviewed. Chaired by the regional Managing Director, and attended by both operational and functional representatives, these meetings are designed to

ensure continual improvement in the level of service provided. Issues which are reviewed include: Customer complaints Variations to customer requirements The adequacy of health, safety and welfare arrangements The adequacy and continuing suitability of assignment

instructions Opportunities to develop the service further for existing customers Additionally, a full review of the performance of the business, the operation of the Management System and its constituent parts is conducted twice a year with all members of MITIE Management. The key objectives of the meeting are to ensure compliance with all quality systems and ensure that the continuous improvement cycle is being applied to all MITIE customers. There are three areas where we will focus our continuous improvement efforts: Our people Our service Security intelligence Continuous improvement of our people We are a people business, our people are our most valuable asset and so investment in them is an investment in your security service. Security Officer development 1. Skills pledge - Over the past year we’ve established a dedicated

Skills Pledge team. Working in conjunction with our delivery partner Jigsaw Training, we now offer our people a number of Skills for Life courses to help them improve their Maths and


Page 14

English skills, as well as gain access to NVQs and apprenticeships.

Our challenging target is to deliver 8,700 NVQs by 2012. The investment brings with it tangible business benefits as we enhance the literacy, numeracy and employability of our people, and in turn improve the levels of our service delivery and client satisfaction levels.

Timescales – first 6 months of contract Communication – during the mobilisation period Delivery – through Jigsaw training

2. First line management training - We deliver specialist first line

management training to support individuals in developing their skills. We have found this level of training beneficial in the evolvement of security personnel within a supervisory/ second in command/ management role, empowering them to effectively maintain the day to day running of the security service. This allows for a greater level of trust to be built between you the client and the security team allowing for you to concentrate on your core business.

Timescales – identify potential candidates for development

within first three months Communication – through the Contract Management team Delivery – by MITIE Regional Training Managers

3. Toolbox talks – We have developed a series of ‘toolbox talks’ /

refresher training to be incorporated into a security teams normal day to day duties. Topics are broken down into 12 modules, one module to be completed each month, providing scenario based training on topics such as; Customer service, Health and safety, Risk management, Access and egress

procedures, Emergency planning and evacuation and First class reception skills.

Timescales – rolled out from Day 1 of the contract Communication – during mobilisation Delivery – through the contract management team Operations Manager development training Our Training & Development department has designed, and is rolling out, a MITIE development training course to all our contract managers. This course focuses on developing our managers into security experts who can then add real value to our clients. This course builds upon our risk management approach to managing security with modules on risk assessment and identifying and mitigating risk. This will provide you and your clients with a highly skilled and knowledgeable management team at a local level. Our Contract Manager training programme was nominated as a finalist at this year's Security Excellence Awards.

Timescales – all contract managers to be fully trained by end of

2010 Communication – through MITIE newsletter Delivery - by MITIE Regional Training Managers Continuous improvement of our service delivery As security experts we constantly review and assess our service delivery, looking for innovations and areas for improvement. We will work in partnership with you to continually improve and assess our strategy to ensure the contract runs smoothly with minimal risks. MITIE is a total solution security partner giving us the capability to introduce innovations and improvements throughout the life of the contract.


Page 15

We would need to undertake full security risk assessments and examine the Assignment Instructions in order to suggest specific improvements and innovations, but we are confident that we can make long term improvements to the operation when we have full access to the estates. They will outline current and present operations and any risks, along with suggestions for reduction of threat and for long term improvements to the service delivery and operation as a whole. Penetration tests and assessment If successful we would propose to send one of our Risk Managers to at least two of the given sites every month, and prepare a feedback report covering the following; overall impression of MITIE security officers and service provision, whether unauthorised entry was gained and suggestions to improve deployment and assignment instructions. These reports would be openly shared with your local management, and improvement plans discussed if applicable. Timescales – following the first three months of the contract Communication – due to the sensitivity only key stakeholders will

be involved Delivery – through the MITIE Risk Management team Value added service matrix We will make sure you get the best value from your security team. As part of the site reviews, we’ll identify where security teams can pick-up extra duties, freeing up your time, which can be provided at negligible cost. They will greatly increase the level of service delivered, improve motivation and service delivery within the security team, and heighten the sense of security culture at your

various locations. For example, these additional tasks could include photocopier support, taxi ordering, information bureau, courier ordering, energy saving observations, internal postal service, relief switchboard cover, tour guides, out of hours facilities support, setting up meeting rooms and vehicle pool management. We’ve developed a system called the Value Added Service Matrix (see example below). This system promotes a partnership between our two companies, guarantees continuous service improvements, minimises guard downtime and maximises your on-site resources.


Page 16


Page 17

Performance monitoring Operating performance standards The security industry is constantly changing and evolving, and as a result, it is essential for your security service provider to be up to date with current security trends, needs, requirements and targets. To keep up with these constant changes, we have implemented our Operating Performance Standard (OPS), which guarantees that all operators within MITIE are fully aware of their responsibilities and targets to be achieved within the business; this includes the Regional Managing Director, Regional Managers and Contract Managers, who work to Operating Performance Standards (OPS) as agreed by the UK Managing Director. The development of the OPS has two key elements: 1. Service Delivery. To make sure that the Contract Manager and

his team deliver first class standards of customer service to you at all times - Contract Managers are performance monitored in respect of customer, and site and security personnel visits.

2. Customer Retention. To make sure that your expectations are

exceeded, and to maintain your confidence in our abilities to further develop the working partnership and relationship

Our Operating Performance Standards guarantees you a security service that is always up to date with the current security trends along with the knowledge that your service is being delivered with the highest standards available to date. This high standard means that your people and assets will be securely protected at all times.

Service Evaluation Reports Service Evaluation Reports (SER) are vital tools in the management of your contract. The SER is completed by the customer on site and is used to review the performance of the core elements of our partnership including officer appearance/uniform, officer performance and management support. All elements are scored from 1-5 and once completed, the report is reviewed by the Regional Manager and placed on the contract file.


Page 18

Key Performance Indicators The Key Performance Indicators are always, to some extent, flexible. The chosen KPIs will depend on your needs. The primary objective of KPIs is to set benchmarks by which to measure our performance and your satisfaction. Some examples of KPIs in various areas are: Staff Acquisition and Development All posts have the required establishment of staff All staff have completed the four day induction training All staff have completed site induction programme All staff are processed for licensing on start date A training plan exists for all members of staff to address

individual needs Staff Management and Motivation Labour turnover is no greater than 20% annualised iSAMS system demonstrates no failure to meet contracted hours. There is evidence of competitive stimuli by way of league tables

etc There is evidence of performance feedback to individuals and

teams Service Tasks Audit The access control database is refreshed to take account of

leavers The radio issue and control log is audited daily Radio deficiencies are accounted for and action taken The key issue and control log is audited daily Key discrepancies are accounted for and action taken

Security Development Service enhancements are identified and proposed on a regular

basis Routine tasks are taken over by the MITIE team Computer databases are regularly reviewed and updated Procedures are regularly reviewed and updated Operations Management Rostering is complete 28 days in advance Roster changes on the day of duty are limited to a maximum of

10% All posts have up to date Assignment Instructions approved by

Corporation management team There are no claims of staff negligence against the company. Staff holidays are planned and controlled to avoid manning

difficulties Client Care Minuted client review meetings are conducted monthly. All minuted action points are closed Client complaints have been acknowledged, investigated and

remedied Reconcile hours worked against MITIE invoices to confirm

accuracy Quality Management All staff have signed as having received a copy of the Terms

and Conditions of Employment Quality audits show no outstanding discrepancies


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Administration Control receive advance rosters at due date Required reports are delivered in neat, accurate and timely

manner Incoming paperwork within the LSE control room is dealt with

efficiently Health & Safety Accidents are properly recorded in the Accident Book Assignment Instructions carry Health and Safety section Personal Development Recognises personal development needs Demonstrates action to respond to development needs iSAMS Web Portal – Transparent service delivery for the Trust In order to facilitate more customer and security personnel involvement in our IT systems, we are currently developing a web portal (which will also be developed as an app for mobile devices) that can be accessed via multiple media devices. This programme will be very simple to use, has a modern feel and, for example, will allow officers to access and check holiday requests and pay queries at the push of a button. Some example screen prints have been mocked up for your information (above). This will be trialled in January 2011 and based upon a successful trial period will go live across the UK during that financial year.

The web portal will also act a totally transparent service monitoring system. There will be an option to allow a member of your management to log directly into a secure area on our iSAMS system, to obtain virtual site and management information. Key functionalities will include:

Site monitor – for viewing of historic, real-time and future static guarding shift information. Compares contracted shifts with actual or planned activity and in a simple, visually appealing manner, informs the client whether the officer has received site-specific training, has the required skills and has properly booked on to the shift.

Check calls – easy monitoring of check call completion

record

Incident management – a useful summary of all incidents recorded by our Control Rooms onto iSAMS.

Illustrations can be found overleaf.


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Staff & Development including:

Recruitment; Training and Induction; and Human Resources issues.

Recruitment, Vetting & Screening

Recruiting the best people is critical to providing a quality service. For that reason, our recruitment process is more stringent than most others in the industry.

To become a MITIE Security Officer, candidates must show us a stable employment background and be able to evidence a full five years’ employment history, verified in writing by all previous employers.

MITIE looks for consistency in employment - we decline candidates with a history of frequent job changes. We also favour ex-forces people - experience shows that they tend to offer the higher levels of capability and discipline that we require.

Our procedures are in accordance with the requirements of BS7858:2006 which specify the following:

That the company should establish by direct reference to former employers, government departments, educational authorities, etc, with confirmation in writing, a continuous record of employment or history for five years or back to school leaving, whichever is the shorter, on a month-by-month basis;

The applicant is required to declare details of all cautions and/or convictions for criminal offences, including motoring

offences and pending action not covered by the Rehabilitation of Offenders Act 1974;

The company must obtain two written character references from relevant people with personal knowledge of the candidate (one should be the most recent employer where possible);

The employer should see original birth certificate and marriage certificate (where relevant), or military service documents and proof of identity and residence and;

Consumer information check (financial probity) and;

Employment should not commence until five years’ screening has been carried out (by telephone if necessary). This provisional employment should last no longer than 12 weeks.

All recruitment and vetting files are signed off by our Regional Managing Directors. We’re inspected against these standards every six months by the National Security Inspectorate (NSI). We invite you to scrutinise our standards.

Outlined below is the approach our recruitment and vetting team adhere to in assigning new officers to your contract. We take the role of screening and vetting potential new employees very seriously. Any gaps in service or unaccounted periods simply means one thing… no employment is offered.

Step 1: Telephone Enquiry Assess the potential candidate’s command of spoken

English Explain the various requirements of the specific position Determine if the applicant lives close to your premises Confirm that the applicant has had continuous verifiable

employment


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Ask whether the applicant has any previous or pending convictions

If the above criteria are met we then ask the candidate to complete an application form. Step 2: First Interview

Check applicant’s form carefully Confirm applicant’s identity and home address Sight and smell test (includes colour blind test) Conduct Psychometric test

Step 3: Initial Vetting

Telephone enquiries for last 5 years (confirmed in writing) Personal references x 2 Start written enquiries (5 years)

Step 4: Second Interview (Conducted by Operational Management)

Review results of enquiries Assess suitability for specific customer and site environment

Step 5: Full Vetting

Complete written reference enquiries for full five years Assess results Decision – either confirm or terminate employment.

Officers are not considered full time employees until all the above elements have been completed. Uniform Creating a visible security presence and making sure that your security team is suitably attired is important. A uniform that is durable, weatherproof and comfortable plays a vital role in your

security team’s ability to carry out day-to-day activities whilst portraying a professional image. We consider all these elements in providing your security team with the right uniform to meet your needs. We comply with the NHS recommendations for the Homerton and our officers wear short sleeved shirts and no ties. We haven’t had to use stab vests as yet, but it’s possible they will become a requirement in the future, so this is constantly under review. Our standard uniform consists of:

Smart charcoal grey trousers (male / female) White shirt with MITIE logo Black jumper Belt with badge Tie and epaulettes Wet weather clothing High visibility clothing/all weather coat Black blazer with MITIE badging Hat (with MITIE badging if required)

All uniforms are issued to officers free of charge - both at issue and re-issue stages. Any element of the uniform can be personalised, including colour, badging or style. We make sure that all our uniforms are purchased in accordance with strict ethical procurement guidelines and all safety equipment is purchased from approved RoSPA suppliers.


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Training and development This section demonstrates how we at MITIE are committed to providing our people with not only the basic training requirements but also with opportunities for the continuous development of their skills and of their careers. We recognise that whilst general security training is essential, all officers should receive site-specific training to make sure they understand your particular security needs. Training within MITIE is managed through a specialist team of regional security training professionals based within our branch network who can work with clients and our operational teams to meet your business requirements. All training courses are accredited by Skills for Security. Induction training Our four day induction training programme conforms to the required legislation for the licensing of security officers, as well as making sure that each Security Officer and Support Manager is able to operate to the required level of competence on site. All site based officers complete a four day training programme, delivered by our dedicated regional Training Managers, and which meets the requirements of BS7499: 2002. The induction is divided into two distinct parts. As part of the induction training process, we outline to all new employees what they can expect from MITIE and take them through their Contract of Employment, Officer Information Handbook, Working Time Regulations Opt Out Agreements, Health

& Safety Statement, Absence and Booking On/Off Procedures to make sure they are comfortable with the operational process.


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Site specific training

Some companies think that filling a shift with any officer is job done… not at MITIE!

Before becoming a member of a site team, every Security Officer will complete a “Site Training Programme” in which the officer will be trained to meet the specific requirements of your site. This programme will be determined by the requirements detailed in the Assignment Instructions, which are developed prior to starting any new contract. This training could include: Customer Care Fire Precaution 4-day First Aid at Work Bomb Alert Procedures & Major Incidents CCTV Code of Practice Car Park Management General role of security on sites Health & Safety at Work Sharps & Drug Awareness & Handling Control & Restraint CCTV Codes of Practice Accident recording & notification Both the Security Officer and the trainer will sign each element to confirm training has been completed satisfactorily. Week 1 & Week 13 Sign-Off All new Security Officers are assessed at the end of their first week to review competence and reviewed again by the end of their 13th week. This means that the officer becomes competent and skilled in his/her role.

First line management training

We deliver specialist First Line Management training to support individuals in developing their skills. Our First Line Management programme includes the following:

The Role of the Leader Communication skills Leadership Motivating people Time management Delegating skills Making changes Making decisions Reporting procedures

Refresher training Trade Ability Tests (TATs) are a confirmation of a person’s training, ability and suitability to work on a particular assignment. They are individually designed to meet the precise requirements of each site. As the TATs contain personal data, they are secured in such a way as to comply with the Data Protection Act.

Specialist security training from MITIE

MITIEs training directory has been launched to become the UK’s foremost training academy dedicated to the development of best practice in the fields of security, crime reduction and risk management. It delivers a wide ranging portfolio of courses for individuals operating at all levels within an organisation, be it public or private sector.

MITIE is able to provide high quality in-house training to meet client performance requirements over and above standard security officer induction and on-site training.


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Our courses are continually reviewed to make sure that they reflect the latest legislation, research and best practice.

All training programmes are delivered by professionals who combine exceptional presentation skills with practical experience to make sure that all training is both stimulating and relevant, whilst also meeting your learning objectives.

Employee Development

We’re keen to make sure all our employees have the opportunity to develop a career within the security industry, and MITIE is committed to providing individuals with a platform for progression.

Officers are regularly assessed by their line managers and given the opportunity to discuss their career development as well as their current role.

Following these assessments, we identify areas for development and provide on-going training and support to raise professionalism amongst all our officers. The opportunity to acquire new skills and take on different responsibilities is a prime factor in turning a job into a successful career.

The majority of our first line and some senior managers have actually risen from the Security Officer position. We treat every employee with respect and encourage them to develop within. This is why 27% of our business is owned by our most important asset… our employees.

We want to make sure that all MITIE people want to do their jobs better than anyone else in the world. Motivating our people is part of our daily routine: providing inspiration from skill development, career progression and recognition of a job well done.

Our approach means that you can be assured that your on-site security team will be fully trained and motivated to meet your needs.


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c) Policy & Strategy including

Statutory obligations and Law; NHS and Trust Policies; HTM and HBNs; Health & Safety; Quality Assurance;

SIA Approved Contractor Accreditation MITIE holds SIA approved contractor status for the provision of Security Guarding, Key holding, Door Supervision and Public Space Surveillance CCTV services. As one of the first suppliers to gain accreditation under the SIA Approved Contractor Scheme, we’re able to offer clients a range of benefits including: Continuity of service Best practice Continuity of quality Clear customer focus Increased flexibility Leadership and innovation Enhanced working relationships with the Extended Police Family By choosing an ACS accredited security supplier, your security obligations to your people, shareholders and stakeholders will be met. Due to the auditing process of the Security Industry Authority which is a compulsory undertaking of security providers in order to achieve ACS, you can be sure that our employment practices have been assessed in respect of quality and best practice.

The ACS standard encourages service customisation rather than ’off-the-shelf’ packages which means that more precise delivery requirements are met and are delivered.

NSI Gold Accreditation This sought-after industry accreditation certified by The National Security Inspectorate (NSI) requires additional, tougher entry standards and due diligence on application and on-going inspections. This accreditation requires us to: meet the industry-specific ISO 9000 Quality

Management System operate formal, inspected internal procedures and

audit processes to give greater customer assurance have a long term track record of performance and evidence of

reliability and stability provide excellence in business efficiency and customer care This accreditation incorporates the following three accredited schemes: ISO 9001 – Quality This internationally recognised accreditation is certified by The National Security Inspectorate (NSI) and highlights our commitment towards providing our customers with a quality service that is achieved through our operating and business procedures, and is implemented via our Quality Management System. The ISO9001 accreditation includes the provision of manned security services, which includes: Uniformed, Mobile, Retail and Static Guards, Key Holding and Alarm Response Services.


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OH-SAS 18001 – Health & Safety This accreditation outlines the provision of an Occupational Health and Safety System with respect to the following services: Uniformed, Mobile, Retail and Static Guards; Key Holding and Alarm Response Services, and our National Communications Centre. ISO14001 – Environmental We’re committed to providing our customers with a high quality service whilst reducing the impact of our activities on the environment. Our EMS programme focuses on the environmental issues closely aligned with our business, and geared towards improved environmental performance throughout all our offices. Certificates for the above can be found in the Appendices section. National Safety Award – British Safety Council We have achieved this accreditation as part of our on-going commitment to safety as prescribed by the British Safety Council. The award has been given in recognition and commendation of services rendered in the cause of safety. British Security Industry Authority (BSIA) Choosing a BSIA member to provide your security solutions means selecting quality and gaining peace of mind. The BSIA is the only trade association that requires its members to be independently inspected to the quality standard ISO9001:2000. This provides further independent assurance of MITIE’s operating procedures. Also the BSIA spearheads the industry voice and MITIE takes a keen interest in actively participating.

Other Health & Safety accreditations MITIE is also accredited to CHAS, RoSPA and SafeContractor. Trust policies and procedures MITIE will commit to adhering to any and all of the Trust’s policies in relation to Health & Safety, equality, diversity, ethical business practice, data protection, the environment and corporate responsibility.


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Regional Manager

Operations Manager

Operations Manager

Operations Manager

24hr Duty Manager

24hr Duty Manager

24hr Duty Manager

Local Supervision

Local Supervision

Local Supervision

d) Partnerships & Resources including: Liaison; Equipment; and Trust Representative. Managing your contract The business of manned guarding is not rocket science - it’s about the personal commitment one business gives to another and making sure that promises are delivered and people are motivated. Therefore our local management is absolutely critical to the success of the service. Your contract will be looked after at your nearest MITIE support branch, which in this case will be London SE1. Our contract management processes are built around the ISO9001 accreditation, which is an internationally recognised accreditation and is certified by The National Security Inspectorate (NSI). This accreditation highlights our commitment towards providing you with a quality service that is achieved through our operating and business procedures, and is implemented via our Business Management System (BMS). The operations management team meets on a weekly basis to discuss and review portfolio activity, which will include any issues you may have with the service. These issues are then addressed with an action plan to make sure they are resolved and reviewed again afterwards.

Regional Managing Director – John Wills John plays an active part in the management of service delivery both proactively and reactively. He sits at the top of the contract escalation list and will also attend monthly / quarterly management meetings if required. Each RMD controls around £50m of revenue spend. Regional Manager - Phil Coombs Your contract team is led by Phil, who will: Oversee operations on a continuous basis Liaise with you formally on a monthly basis Operate in accordance with agreed performance standards Visit your premises weekly to review our service Operations Manager - Andy Ross Andy deputises for Phil and will be your daily point of contact when Phil is on annual leave. Local Supervision Local Mobile Supervisors, managed by the operations management team, conduct site visits during silent hours to make sure site performance meets your standards. They assist on site and will call in at least once a week to make


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sure that site instructions are being followed and to give greater contact to the site personnel. On these visits, they complete Site Visit Reports, which are read and actioned by Phil Coombs. 24-Hour Duty Manager A Duty Manager is on call 24 hours a day, 7 days a week, 365 days of the year, a duty shared between Operations Manager and Assistant Operations Manager. This permanent cover means that any issues are dealt with by a team who know your exact site requirements. Regional support Your operations management team has full management, operational and administrative support locally. Each local branch has the resources it needs to provide the service to you. This allows the Regional Managers to make changes and decisions quickly and effectively, to match your changing needs and expectations. Our local management team will continuously review the service we provide you, resulting in the most cost effective and efficient service for your business. In addition to the Regional and Operations Managers, each regional team benefits from some highly experienced professionals who are able to offer on-going advice and specialist support.

The local team includes HR, finance, training, QHSE and IT support.


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5. Reporting Demonstrate with suitably detailed evidence how you will accurately monitor and report the delivery of all aspects of the service. The Communications Centre Our 24-hour National Communications Centre (ComCen) provides a range of essential elements, along with many other vital services. A Team Leader takes responsibility for each shift and reports directly to the ComCen Manager. This efficient team acts as a communications hub for all the on-site officers, providing information and security 24 hours a day. The London ComCen is supported by a 24 hour ComCen in Milton Keynes, giving us full a back-up facility if required. The ComCen operates via a comprehensive management system called iSAMS (Intranet based Security Administration Management System), which is an in-house IT development that has been specifically designed to meet the exact requirements of our manned guarding operation. This system is intranet based and is operable in all branch offices throughout our UK business via secure access. More recently we’re seeing the deployment of this facility to our customer’s sites which further empowers our officers. The system supports the management of all elements of our operation including the rostering of officers, the booking on and off of Security Officers and the provision of reports from employees out in the field. This means a rapid response to any issues you may have. Through our iSAMS system we can provide and produce the following management information for our customer base:

Officer book-on information Check call information Officer rosters Training and personnel development Incident reporting Assignment Instructions Attendance records Sickness records Emergency procedures Accident reporting Management visits Payroll Security observations Patrol and key holding information Daily reconciliation of hours Financial performance Another advantage of iSAMS is its accessibility – Contract Managers are able to access the system remotely via a laptop. This will guarantee that no matter where the Contract Manager is situated in the UK, it will always be possible to access the management information at the touch of a button. There is also an option to allow clients directly into a secure area on iSAMS to obtain vital site and management information. As well as providing a fully functional software solution, iSAMS also has the capability to integrate with other technologies available throughout the security industry. This open architecture means that all possible hardware combinations can be integrated into the system to produce accurate and effective management information for your business. The beauty of iSAMS is its versatility and flexibility, which allows our I.T. teams to make constant improvements and enhancements to the system, ultimately improving our service to you.


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Book-ons Our iSAMS system is proven to be most efficient and reliable for both MITIE and our clients. On a typical day, there are on average 3500 Officers booking on for duty between the hours of 05:00 - 10:00 and the same again between 17:00 – 22:00. Check Calls Also in place is our Automated Check Call System (via iSAMS), which enables on-site people to dial into the system via their dedicated site number using their specific user ID. The system automatically recognises the location by the telephone number. Support for Supervisors The ComCen provides monitoring support to all Site Supervisors who carry out site checks throughout the night, which means that someone is always at hand should an incident occur, or if a Site Supervisor fails to check in. Event Recording In the event that an incident of any nature should occur on site, we have the ability via the iSAMS system to record an electronic Daily Occurrence and Incident Report. The information is forwarded to the National Communications Centre where the Duty Controller will input the information, which can then be viewed via secure access by your management and on-site representatives. All of our ComCen operators have come from a site background so fully understand the role of a Security Officer and more importantly the risks and dangers they face when performing their duties.

Advance rostering The tool that brings our provision of manpower together is iSAMS, our powerful IT system that enables us to run the efficient scheduling of our business. iSAMS enables us to forward plan the scheduling of each site, whilst monitoring the spare capacity relating to each site in the event of unforeseen absences. The site is not considered fully scheduled unless there is capability within the system to cope with such eventualities. Handling unscheduled absences Unscheduled absences represent the biggest challenge to the provision of trained officers. Through iSAMS, ComCen Operators are able to identify officers that are trained and are available to work on a given shift. This affords us maximum capability to make sure that your sites are fully manned all the time with trained officers. Real Time Invoicing ‘Ever wasted time, emails, paper and money chasing a credit note due to inaccurate invoicing? Ever wondered how hard it can be to invoice what has actually been worked?’ The iSAMS systems is real time and if desired can be set up simply to generate invoices as per the actual hours worked at month end. The ComCen provides assurance that we’ll be supporting the safety and security of your business 24 hours a day, 7 days a week. Planning is everything when it comes to relief cover. MITIE is very open and honest about its services and knows that dealing with people can lead to unpredictability at times.


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At MITIE we have a number of processes in place to meet this requirement and these are tested through table top exercise on a regular basis: Using off-duty officers This starts with recognising that around a third of the workforce is off-duty at any time. In a typical branch this may mean that there are a hundred officers not scheduled to work on any particular shift. This provides a larger pool of availability for covering unplanned absences as and when they arise. Building support officers into the workforce Despite our effective management of planned absenteeism, in any workforce there will be occasions of unavoidable absence through sickness. We plan accordingly. Even without sickness, one in twelve of the workforce will be on holiday at any time. With sickness taken into account, this figure becomes one in ten. The contract management team makes sure that sufficient additional officers are recruited, trained and available to cover for this level of absence. Every support centre operates on at least 125% above establishment recruitment targets. These Support Officers will support a cluster of sites in a small area of operation. They are multi-trained; this enables them to work effectively on any assignment within the cluster. Planning of holiday Officers are required to give a mandatory 28 days’ notice to enable holidays to be phased. This controls the peaks and troughs of demand on our trained relief officers.


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Management of sickness Whilst some sickness is unavoidable, much of it can be minimised through proactive management and welfare strategies. We have a range of procedures and processes that are designed to protect those in genuine need of sick leave, whilst eliminating unnecessary absences. As a minimum every officer undergoes a return to work interview after all periods of sickness. Training plan The requirement is not simply for the provision of Support Officers, but also for these officers to be appropriately trained for the assignment. The minimum number of shifts to be completed before an officer can be classified as site trained will be pre-determined. This is carefully planned and the contract management team will make sure that there are adequate fully trained individuals in place to provide cover in all reasonably foreseeable situations. For the Support Officer arriving at site, the Duty Brief (detailed later) serves as a useful reminder of the duties required of a position. By keeping historical and accurate on-site records, we can guarantee that you and your officers have full knowledge of all on-site security incidents, allowing your business to operate in a safely guarded and efficient environment. Daily Occurrence Book (DOB) The DOB provides a day-to-day working history and log of events. Records maintained in the DOB throughout the shift include: Booking on/booking off/shift changeover Check calls

Patrol timings Brief description of incidents Supervisory and client visits All hand-over information Status of keys Late working Contractors or visitors remaining on site Equipment status This book is kept at the primary workstation and is always available for review by either you or the contract management team. Incident Reporting On-site incidents are a daily occurrence and rely heavily on effective procedures to record and process the incidents as they happen. This allows your security provider to take total responsibility for reporting and dealing with incidents such as… Security breaches Vandalism Injuries or accidents Dangerous occurrences Theft Property damage Water leaks Fire or arson Suspicious packages …and will allow you to spend more time dealing with your own core business issues. Our reporting procedures are clearly defined to make sure compliance with all our statutory obligations under the RIDDOR 1995


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Management of Health and Safety at Work Regulations 1999 and the Health and Safety at Work Act 1974. We will make sure sufficient and timely information is received so that thorough investigations take place and appropriate remedial action is taken as a matter of urgency. This is all achieved via our Incident Report and the procedures that have been set to guide the process through to a satisfactory resolution. The progress of an Incident Report involves the following four stages: Notification Investigation Recording Analysis Every stage of the process is governed by relevant documentation and guidelines to make sure of safety and accountability throughout. The Incident Report is set in triplicate and each form has its own unique serial number, which comes into effect when the form is requested as evidence in a court of law or during any disciplinary action. Officers undergo detailed training during their induction training courses on how to complete the relevant document and also understand the importance of this documentation. Each officer is asked to complete a series of specimen reports during the course after watching a ‘typical’ incident they may observe. All incidents are reported to the National Communications Centre so that full details can be accurately documented and recorded. The officers are also asked to complete an entry in the on-site Daily Occurrence Book to make sure that all parties are aware of any recent incidents that have taken place. All employees involved in an incident whilst carrying out their duties must report this to their

immediate Supervisor or Contract Manager as soon as possible, or within 24 hours of the incident occurring. Once completed, the Incident Reports are monitored at branch level to make sure of accuracy, and to carry out any additional investigations that may be necessary, taking remedial or disciplinary action if and where appropriate. The Regional Risk Manager may be involved during the investigation process, if only as an advisor. The Regional HR Manager will also be involved at the post stage investigation. During every quarterly regional meeting, a review of the reports is carried out. As a result, we have an effective reporting process in place to allow your security team to work in full knowledge of the fact that all incidents that occur on site will be efficiently recorded and acted upon in an appropriate and professional manner; thus giving you the security and comfort your business can rely on. Before the contract starts we’ll review all forms used to make sure they satisfy the reporting information and protocols of your business requirements. Assignment Instructions Our Assignment Instructions, drawn up for all our contracts and unique to your requirements, are a definitive set of service delivery instructions, which brief our officers on the duty patterns required and performed on site. The instructions carry full information regarding actions to be followed in emergency situations and hold details of your out-of-hours contacts. The Assignment Instructions are updated in the light of site operating experience and in the event of any material changes in site requirements. Copies of the Assignment Instructions are forwarded to you for your approval and retention, with further copies being kept in the site guard post and in MITIE’s 24-hour Security Operations Control Centre in London.


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The instructions have been designed to help our security officers in performing their duties efficiently and with total confidence, while at the same time allowing them to use their own initiative in the handling of any situation that is not covered by the instructions. These instructions include a statement of confirmation which security people must read, understand and acknowledge by signature. The Assignment Instructions form an integral part of the contractual arrangements between our two organisations and are reviewed on a regular basis. Known in the industry as AIs, these are the cornerstone of the training plan for all sites. They provide the Contract Managers and Regional Trainers with the background procedural information that they use to populate the Assignment Training and Competency Records for each and every officer deployed to your site.


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Performance measurement and reporting We have invested heavily to make sure our people are fully supported and guided every day and in every way. This support allows our people to make sure we develop as your business continues to grow and develop likewise. The following will be provided for your contract: Risk Management Our dedicated Risk Management team is responsible for Quality, Health & Safety and Environmental issues. Located within the Regions they report into our Head of QHSE. As well as providing specialist support on these matters within the Regions, they also audit adherence to processes within our Integrated Management System. This enables the company to operate numerous Risk Management functions in a pro-active manner, offering maintenance of standards, speed of response and total flexibility to meet your needs. Our Integrated Management System can now address the many risks associated with our business, providing a seamless safety net on which to operate. It has brought clarity and consistency across our various business activities. With a robust all-encompassing policy, supported by sound objectives and competency based training and education for our managers, our Integrated system provides a spring board for continual improvement in our quality, health, safety, environment, security, ethics, sustainability and financial performance. Continuous improvement in achieving ever-higher standards is built within our Company philosophy. Recent and collective registration to ISO 9001, ISO 14001 and OHSAS 18001 are examples of our

commitment to meeting client satisfaction. We’re particularly proud of our achievement in becoming the first security company in the world to receive all of the major ISO standards. Quality Assurance Our performance measurement and reporting tools form part of our internal Integrated Management System (ISO9001 approved), which allows us to continually provide, track, and improve our level of service to you. Making use of the data gathered from the feedback process will mean our full commitment and understanding of your business needs, guaranteeing the continual assessment and improvement of our service to you. Audits (External and Internal) We’re members of the British Security Industry Association (BSIA) and operate to the Codes of Practice for Static Guarding and Mobile Patrol Services set out in British Standard 7499 and British Standard 7858. We’re independently inspected, at a maximum of six monthly intervals, by the National Security Inspectorate (NSI) to make sure our systems are in accordance with British Standard EN ISO 9001: 2000. MITIE is proud to hold the NSI Guarding Gold accreditation and we were amongst the first to obtain Approved Contractor Status (ACS) with the Security Industry Authority. National internal quality audits regularly assess all aspects of our Quality Management System and frequent review meetings allow potential areas of improvement to be examined.


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Branch Teams Our branches hold regular quality improvement meetings, in which the needs of our customers and our business are reviewed. Chaired by the Regional Manager, and attended by both operational and functional representatives, these meetings are designed to make sure continual improvement in the level of service provided. Issues that are reviewed include: Customer complaints Variations to customer requirements The adequacy of health, safety and welfare arrangements The adequacy and continuing suitability of Assignment

Instructions Opportunities to develop the service further for existing customers Additionally, a full review of the performance of the business and the operation of the management system is conducted twice a year by the MITIE management team. Providing you with a fully briefed security team from day one is a requirement that we take seriously and something that is put in place to make sure continuity of service throughout your sites.


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6. Governance Please provide a detailed flow chart indicating the proposed governance arrangements for this contract.

Interfacing with the Homerton: we always take a partnership approach An effective client interface with an open and honest relationship between your representatives and their team, the contract management team and the officers is a key factor in consistently delivering service excellence for this contract. The key interfaces we undertake with the Trust as a minimum are Our Managing Director, John Wills, will meet quarterly with the Trust team to discuss strategic direction, overall performance, areas for future improvement and new opportunities. Our Regional Manager, Phil Coombs, meets weekly with the Trust team and formally each month. Phil manages your account and is your first point of contact on a daily basis. Site supervisors and officers – Phil Coombs visits the team on site on a weekly basis. 24 hour duty managers are also on call to support the night team and resolve any issues that may arise. Monthly performance reviews – the Trust security team will meet monthly with Phil to review performance, consider areas requiring action and discuss areas of improvement. Annual review – This means looking back at the previous 12 months and discussing any challenges that were faced, unexpected impacts on service, ie heavy snowfall etc. This will be held between senior Trust management, officers and our account management team. Full details of these team members can be found on page 11.

John WillsRegional

Managing Director

Phil CoombsRegional Manager

Andy RossOperations Manager

Hameed DooleSenior Supervisor

Supervisors Security Officers

Les GreenLSMS

Homerton


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7. Mobilisation plan Please provide a detailed mobilisation plan detailing each activity and timescale for mobilisation for taking on the contract. The new contract with Homerton University Hospital NHS Foundation Trust involves a large reduction in hours and a certain degree of redistribution of manpower around the hospital. With this in mind, we will approach the contract as though it was brand new and take a completely fresh approach. Training, uniforms, officer appraisals and Assignment Instructions will all be reviewed in time for day one of the new contract. The Mobilisation Process Once a contract is awarded to MITIE, the following activities will take place during the contract migration period:

Pre-start-up meeting with site management to agree parameters of the lead in, and to introduce your operational manager responsible for the contract and the rest of the mobilisation team

Confirmation of the exact scope of service requirement and start of manpower and technological reviews

Agreeing (and signing) final contractual terms, along with the establishment of service level agreement

Contact MITIE’s uniform supplier to agree a new corporate identity for the team

Operational management will collect sufficient information to prepare an initial set of Assignment Instructions for use at contract start up

An agreed mobilisation plan (see example following) will be drawn up, which will structure the whole process from initial meetings to a Month One Review. The plan will be personalised to each contract to take account of particular timescales or activities that need to take place. The mobilisation plan includes regular review meetings with your managers to make sure the implementation process is running smoothly, and offer the chance of any questions that may arise. Mobilisation Plan During the mobilisation phase we will have a project management team comprising specialists in the key skills areas under the guidance and leadership of our Head of Operations, assisted by the Regional Manager. Together they will co-ordinate the broad range of concurrent activities that need to take place during the start of the project. The project team will steer the mobilisation through five distinct phases which are summarised here, but are detailed in full on the following pages. Phase 1. The timing is to be dependent upon on the date of contract award and from it will come a clear programme of tasks and events with project milestones. Key features will be: Clarification and confirmation of the Trust’s requirements and

objectives. Confirmation of staffing requirements. Agreement of staff profiles for each staff category. Risk assessment survey. Outline preparation of Assignment Instructions. Detailed written plan. Design of staff training modules. Agreement of uniform styles.


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Phase 2. During this phase, we shall instigate action in a range of areas in anticipation of the implementation phase and it will involve detailed discussion with Trust representatives. Key features will be: Work schedules prepared. Agreement of Key Performance Indicators for each staff

category. Completion of Assignment Instructions. Phase 3. At the start of phase 3, we shall deliver training of the agreed modules to appropriate categories of staff. This will include on-site training in order to familiarise staff with the geography of the project as well as practise their defined tasks including evacuation procedures. Key features of this phase will be: Full MITIE Security Company Induction and NOCN Customer

support officers training. Special task training to cover any specific duties as well as

security posts. Customer care and disability awareness training in the desired

culture of the Trust. Introduction of staff performance measurement criteria for on-

going assessment. Training in the aims and objectives of the Trust. Training in the recognition of key personalities and their clients. Final fitting of uniforms. Agreement of administrative details, e.g. invoicing formats and

procedures. Phase 4. At this stage we go live with our service, dependent upon the contract start date, assuming full responsibility for delivering security guarding, control room and loading bay services to our

agreed contract. During this phase we will be reinforcing the learning points from the staff training modules and making sure that everyone understands their role in the success of the Trust’s assignment. Key features will be: Inventory audit to cover keys, radios and other Trust equipment

under MITIE Security control. Daily performance review with the Operations Manager and the

Trust management team Operational check of work instructions for security services. On-going assessment of staff knowledge and understanding. Overall project appraisal with the Trust. Phase 5. During this final phase, after the contract start date, we would seek to establish improvements in the style and method of service delivery, bringing innovation to work practices wherever possible. From the outset of the contract we shall involve our staff and your team in continuous improvement meetings designed to exploit early experience of the practical influences on the operation. This stage will aim to consolidate all that we have learnt so that we can further develop and refine our service by understanding the dynamics of what is bound to be an evolutionary stage in the development of the Trust service environment. We believe that the time spent planning is never wasted and the process summarised above is designed to address the detail associated with every aspect of the service. Having planned the work we then work the plan which is shown in full detail on the following pages.


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Example Mobilisation Plan - Go Live 1 April 2011Week 1 Week 2 Week 3 Week 4 Week 5 Go Live Week 7 Week 8 Week 9 Week 10

Item No DescriptionProgram manager Owner Current Status 25-Feb-11 04-Mar-11 11-Mar-11 18-Mar-11 25-Mar-11 01-Apr-11 08-Apr-11 15-Apr-11 22-Apr-11 29-Apr-11

1 Project ManagementStart service delivery MD MD / RO / AM On Target

Weekly mobilisation review meetings / conference calls MD MD On Target

Start monthly contract review meetings MD AM / RO On Target

2 PersonnelEstablish pre-booked holiday among officers RO HR / RO On Target

Order staff uniforms & PPE RO RO / RAD On Target

Issue uniforms, PPE & equipment RO RO On Target

3 OperationComplete site operational reviews RO RO On Target

Set up 'Achieving Security Excellence' training manuals for all officeRO RO / RTM On Target

Review Assignment Instructions RO RO / RQHSE On Target

Review QA procedures / ISO 9002 / BS 7499 / BS 7858 RO RQHSE / RO On Target

Agree shift patterns (compliance to Working Time Directive & BS 7 RO RO On Target

Compile worst case scenario contingency plan shift rosters - all siteRO RO On Target

Establish check call frequency and implement RO RO On Target

4 EquipmentOrder special equipment (Radios, PMS, Mobile Phones) as requiredRO RO / RAD On Target

5 TrainingConduct training needs analasys - all transferees RO RO / RTM On Target

Deliver Health & Safety training as required RO RO / RQHSE On Target

Review Job Specific Training needs (MITIE/hospital sessions) RO RO / RTM On Target

Implement personnel development plans (appraisal process) RO RO / RTM On Target

Review induction / appraisal training RO RO / RTM On Target

6 Information TechnologyEstablish iSAMS processes MD RO / RAD On Target

Rreview format and content for management reporting MD STW / MD On Target

7 Health & SafetyReview risk assessments RQHSE RO / RQHSE On Target

Review method statements RQHSE RO / RQHSE On Target

Agree methods of ongoing training (Toolbox Talks / hospital sessioRTM RO / RQHSE / RTM On Target

Key Project Team Key Project Team

MD Mark Driscoll (Mobilisation) RO Regional Operations Teams

RAD Regional Administration RQHSE Regional QH&S&E Teams

NAM MITIE Account Managers HR Regional HR Managers

Client Client Account Team RTM Regional Training Managers

SERVICE MONTH 1MOBILISATIONWEEK COMMENCING


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Site resources Within our tender price we have provided the following number of security staff: Senior Security Supervisor : 60 hours per week. 2 x Security Supervisors: 168 hours per week Security Officers: 504 hours per week Total hours per week: 732 hours Cover will be as follows: 1 x Senior Supervisor Monday to Friday, based at the Phase 1 Control Room 1 x Supervisor Monday to Sunday Day based in Phase 1 Control 1 x Officer Monday to Sunday Day based in Phase 1 Control 1 x Supervisor Monday - Sunday Night based in Phase 1 Control 1 x Officer Monday - Sunday based in Phase 1 Control In addition to the current job role and to meet the requirement of the Trust, additional duties will include a regular patrol of the car park in conjunction with the Phase 2 Officers. A regular patrol through the A&E department. A regular visit to Maternity.

2 x Officers Monday to Sunday Day Phase 2 Office (Mental Health) 2 x Officers Monday to Sunday Night Phase 2 In addition to the current Phase 2 duties Officers will patrol the car park at regular intervals in conjunction to the with Phase 1 Officers A regular visit to the DOSH unit. Locking up of Clifton Houses will be reviewed and an officer appointed to complete this. STAT Team response will be a combination of both Phase 1 & 2 Officers. The purpose of this scheduling will be to meet the requirements of the Hospital, taking into account vulnerable areas and maintaining a security presence throughout.


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8. Financial summary

Security Services - Schedule of PricingRef: 163002/HUH/SECURITYSERVICES

Supplier:

Staff Costs - Employee Title:

Hourly Rate charged to

Trust

4 Man Emergency Response (within 45mins)

Hourly Rate (£)

<--- For further details, please examine SP27A in Document 2.1 (specification)

Senior Supervisor 11.78 Senior Supervisor 11.78

Supervisor 11.22 Supervisor 11.22

Security Officers 10.72 Security Officers 10.72

Total Staff Costs 429,289.8

Section A: Offer to Budget (as an alternative to option section A, complete this section providing a breakdown of services and pricing to a ceiling budget of £430,000 p/a)


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Section B:

Annual Rebate Early Payment Discount Any other Costs

Trigger Point (£k) Rebate % Payment Period

Early Payment

Discount % Item Cost (£)

£600 1% Within 10 days 0.214 days 0.121 days 0.05

* Please complete both sections, A & B** All prices should be submitted excl vat

If the annual turnover resulting from work awarded under this Contract exceeds specific trigger points and periodic rebates will fall due to HUHFT please confirm by completing the table below:

Tenderers willing to offer early payment discounts for actual payments made earlier than the standard 30 days, should complete the following table:

Should you wish to charge any other costs, they should be declared here for the Trust's consideration:


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OFFER SCHEDULE

Document 4.1

Having examined the Invitation to Tender or its accompanying documents of being fully satisfied as to my/our abilities and experience in all respects to satisfy the requirements of the Conditions of Tender and the Draft Contract I/We MITIE Security (London) Limited of 22 Shand Street London, SE1 2ES hereby offer, subject to the Conditions of Tender, to provide upon the terms and conditions of the Contract for the Supply of Services for Homerton University Hospital NHS Foundation Trust and thereafter during the Contract Period. Supply of Security Services (exc vat):

SECURITY SERVICES AS PER SECTION A: £ 429,289.80

SECURITY SERVICES AS PER SECTION B: £ -

All prices above exclude VAT and will not be subject to change during the first twelve months of the Contract. If my/our Tender is accepted I//We undertake forthwith to enter into a written Agreement in the form of the Contract. Unless and until the formal written agreement referred to above is prepared and signed, this Tender, together with your written acceptance thereof will form a binding agreement between us. Signed Status Head of Sales, London (for and on behalf of MITIE Security (London) Limited Date 17 February 2011


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FORM OF OFFER

Document 4.2

I/We MITIE Security (London) Limited Of 22 Shand Street, London, SE1 2ES Agree

1. That this offer and any contract arising from it shall be bound by the Conditions of Offer and the Conditions of Contract for the Purchase of

Services; and

2. To supply services of the exact quality, sort and price specified in the Offer Schedule in such quantities and to such extent and at such times and locations as the Trust may direct.

Dated this 17th day of February 2011 Name (Print) Mark Cahill Signature Title Head of Sales, London Postal Address MITIE Security (London) Limited

22 Shand Street, London SE1 2ES


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Witness to the above signature Name Natasha Dove Signature Title Business Development Manager Postal Address MITIE Security (London) Limited

22 Shand Street, London SE1 2ES


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CERTIFICATE OF CANVASSING

Document 4.3

I/We hereby certify that I/We have not canvassed or solicited any Member, Officer or employee of the Trust in connection with the award of this Tender or any other Tender or proposed tender for the Goods or Services and that no person employed by me/us or acting on my/our behalf has done any such act. I/We further hereby undertake that I/We will not in the future or solicit any Member, Officer or employee or any other tender or proposed tender for the Services and that no person employed by me/us or acting on my/our behalf will do no such act. Signed (1) Status Head of Sales, London Signed (2) Status Business Development Manager (for and on behalf of MITIE Security (London) Limited Date 17 February 2011.


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CERTIFICATE OF BONA FIDE OFFER

Document 4.4

I/we certify that this offer is made in good faith and that we have not fixed or adjusted the amount of the offer by or under or in accordance with any agreement with any other person. We also certify that we have not, and we undertake that we will not (i) until the contract is made: - communicate to any person other than the person inviting these offers the amount of the offer, except where the disclosure, in confidence of the approximate amount of the offer was necessary to obtain quotations required for the preparation of the Offer, for insurance purposes or for a contract guarantee band; - enter in to any arrangement or agreement with any other person that he shall refrain from making an offer or as to the amount of any offer to be submitted. (ii) pay, give or offer or agree to pay or to give any sum of money or other valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done in relation to any offer or proposed offer for the services any act or thing of the sort described in (i) above. We acknowledge that if we have acted or shall act in contravention of the certificate, the Trust will be entitled to cancel the contract and to recover from ourselves the amount of any loss and expense resulting from such a cancellation. In this certificate the word “person” includes any person and any body or association, corporate or unincorporated; “any agreement or arrangement” includes any transaction, formal or informal and whether legally binding or not. Signed Status Business Development Manager (for and on behalf of MITIE Security (London) Limited Date 17 February 2011


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FORM OF AGREEMENT

Document 4.5

THIS AGREEMENT is made the 17th day of February 2011 between the Homerton University Hospital NHS Foundation Trust (hereinafter referred to as ‘The Trust’) AND MITIE Security Limited of 20 Milburn Avenue, Oldbrook, Milton Keynes, MK6 2WX (hereinafter called ‘the contractor’ of the other part Name Natasha Dove Signature On behalf of MITIE Security Limited AS WITNESSED BY Name Mark Cahill Occupation Head of Sales, North Of MITIE Security Limited Signature


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DEED OF GUARANTEE

Document 4.6

This DEED OF GUARANTEE is made this 17th day of February 2010 BETWEEN MITIE Security Limited whose registered office is situated at 20 Milburn Avenue, Oldbrook, Milton Keynes MK6 2WX hereinafter called (“the Guarantor”) of the one part and the Homerton University Hospital NHS Foundation Trust (hereinafter called “The Trust”) of the other part. WHEREAS (1) MITIE Security Limited

(hereinafter called “The Contractor”) has submitted to the Trust a Tender dated 17 February 2011 For the supply and installation of goods to and from the facilities of the Trust, which has been accepted by the Trust.

(2) By the Conditions of Tender the said Tender and the Trust’s acceptance thereof constitute a binding agreement for the supply and

installation of the said goods upon the terms and conditions of the Draft Contract. (3) The Contractor is bound to execute a contract in the form of the Draft Contract as soon as practicable after the Contractor’s Tender is

accepted by the Trust. (4) The Guarantee is a continuing guarantee and shall remain in force so long as the Contractor has or may have any obligation to the Trust

under the agreement entered into on the terms and conditions of the Draft Contract. Executed as a Deed by MITIE Security Limited Date : 17 February 2011 Witness :


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Signature : Name: Natasha Dove Address : MITIE Security Limited, 22 Shand Street, London, SE1 2ES Date: 17 February 2011

WHEREAS by a written Agreement dated 17th February 2011 and made between the Trust of the one part and MITIE Security Limited Whose registered office is situated at 20 Milburn Avenue, Oldbrook, Milton Keynes MK6 2WX (hereinafter called “the Contractor”) of the other part the Contractor has agreed to provide certain Service(s) as therein specified in conformity with the s of the said Agreement. Now therefore by this Deed the Guarantor unconditionally and irrevocably guarantees to the Trust as follows: 1. If the Contractor (unless relieved from the performance by any of the terms of the Agreement (or any of them) by statute or by the

decision of a tribunal or by the decision of any court of competent jurisdiction, shall in any respect fail to execute the Agreement or fail to perform its obligations under the Agreement (or any of them) or shall commit any breach of any of the Contractor’s obligation there under, the Guarantor will upon damages, costs, claims, demands and expenses which may be incurred by the Trust as a result of any default on the part of the Contractor in performing and observing the Provision of the Agreement.

2. The Guarantor shall not be discharged or released from this guarantee by any arrangement made between the Contractor and the

Trust without the consent of the Guarantor or by any alteration in the obligations undertaken by the Contractor or by on forbearance whether as to payment, time, performance or otherwise.

3. The Guarantor may not assign any or all of its obligations under this Guarantee without the consent of the Trust.


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Appendix D – Specification Statement of Compliance

Please confirm your compliance with each specification section: (This must be completed and submitted as part of your response to Section 13).

Ref: Compliant

(Y/N) Comments SP 01 Y SP 02 Y SP 03 Y SP 04 Y SP 05 Y SP 06 Y SP 07 Y SP 08 Y SP 09 Y SP 10 Y SP 11 Y SP 12 Y SP 13 Y SP 14 Y SP 15 Y SP 16 Y SP 17 Y SP 18 Y


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SP 19 Y SP 20 Y SP 21 Y SP 22 Y SP 23 Y SP 24 Y SP 25 Y SP 26 Y SP 27 Y SP 27A Y SP 28 Y SP 29 Y SP 30 Y SP 31 Y SP 32 Y SP 33 Y SP 34 Y SP 35 Y SP 36 Y SP 37 Y SP 38 Y SP 39 Y SP 40 Y SP 41 Y SP 42 Y SP 43 Y


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Appendix A Y Appendix B Y Appendix C Y Appendix E Y Any other

comment:


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SCHEDULE OF DOCUMENTS ACCOMPANYING THE TENDER

Document 4.7

Please tick if included (a) Tender for the Provision of Security Services (in requested format) (b) Completed Pricing Schedule (c) Signed Offer Schedule (d) Signed Form of Offer (e) Signed Certificate of Canvassing (f) Signed Certificate of Bona Fide Offer (g) Signed Form of Agreement (h) Signed Deed of Guarantee (i) Completed Statements of Compliance (Appendix D of document 2.1 end of specification) (j) Other Documents

MITIE 22 Shand Street London SE1 2ES T: 0207 089 7229 www.mitie.com